STATEMENT OF PURPOSE FOR THE AGENCY
Document Type:
Collection:
Document Number (FOIA) /ESDN (CREST):
CIA-RDP86B00885R000901070001-9
Release Decision:
RIPPUB
Original Classification:
S
Document Page Count:
345
Document Creation Date:
December 22, 2016
Document Release Date:
January 25, 2010
Sequence Number:
1
Case Number:
Publication Date:
February 9, 1984
Content Type:
MEMO
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Attachment | Size |
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Body:
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9 February 1984
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SUBJECT : Statement of Purpose for the Agency
MEMO FOR:
FROM
STATEMENT OF PRINCIPLES AND GOALS FOR CIA
Purpose. This agency is responsible for providing accurate, compre-
ensive, objective intelligence support to a broad range of consumers in
a timely manner and in the most useful form.
Ethics. Our activities are conducted under the Constitution and laws of
the United States. The nature of our work is such that every member of
the Agency must be aware of and sensitive to the letter and spirit of
this legal context, and manifest the highest degree of integrity in
performance and conduct.
Personnel. People are this agency's most important resource. To excell
ouwork we require people who are intelligent, innovative, enthusi-
enthusi-
Sin
astic, ambitious, questioning, honest, dedicated, of great integrity and
willing to take risks. We give these people opportunities to reach their
full professional potential by providing them with relevant training,
travel and challenging assignments.
Management. CIA fosters initiative and creativity by allowing the indi-
vidual great latitude in approaches to attaining well-defined objectives,
while requiring efficiency, accountability and results at all levels.
The system is flexible enough to adjust to changing demands and situa-
tions. Management places a premium on meeting Agency goals, hiring the
best qualified people, fostering effective communication, developing its
people and promoting teamwork.
-to provide intelligence support of the highest quality
-to ensure that all our activities meet our high standards of ethics
and integrity
-to remain constantly aware of the needs of our consumers
-to utilize the most current and most effective technologies
-to be recognized as the leader in the field of intelligence
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STAT
STAT
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3 February 1984
The L _]people who participated in this exercise with
Branch brought to it a mixture of cynicism, enthusiasm,
boredom, and bewilderment. Nonetheless in the four hours
devoted to it, we learned some good things about each other and
the organization. I discovered, thanks to a provocative
question from a clerk typist, that a surprising number of
people could not explain why the Agency--or their managers--
selected them to work here. In my view this is unfortunate
because it suggests that such people lack the sense of purpose
that effective employees have.
What follows is my interpretation of the views of most
Branch participants in this discussion. The points contained
here seem, on reflection, rather platitudinous, and unlikely to
be of much help. My hope is that the benefit of this exercise
will have been in doing and not necessarily in the paper that
we will have generated.
In our view, the fundamental aims of the CIA have not changed
appreciably since it was established in 1947. We believe that
the general goals laid out in the founding charter apply today
and should be included in any statement of our purpose.
--------------------
We uphold the spirit of the constitution and abide by the
nation's fundamental ethical and political values. We
recognize that our constitution and those values are threatened
by other nations or individuals, yet even in their defense we
will not behave in contravention of them.
---------------------
We believe that organizationally we must do our job with the
smallest number of people possible, with as simple and lean a
support structure as is practical. We understand, too, that
the CIA must be shaped to meet its commitments. We expect that
as missions and conditions change, it will, from time to time,
be restructured. However, organizational stability and
continuity have, in our view, helped to make us successful,
and, therefore, we hold that change should be made cautiously.
MIni istrativi ?. Jnter a Use On
STAT
STAT
STAT
STAT
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Modern technology nothwithstanding, the CIA's employees are its
- ------------------
greatest assets, in our estimation. They are a varied group,
hired because they have needed skills, or the potential to
develop them. The CIA's people don't share the same politics,
personal motives, or ideals yet, they have critical things in
common: They are, by in large, patriotic, idealistic, and
dedicated people who take pride in the nation, the CIA, and
their work. Their diverse and shared features are the key to
CIA's success. They debate plans, information, and analysis,
and they question authority because in the intelligence
business they know that there can be no shibboleths.
---------------------
Our management style is positive, as well as realistic. Our
managers begin by hiring the best people and continue by
developing those people to their fullest potential. They are
willing, not only to point out errors but to praise when a job
is done right. In dealing with people, our managers begin by
assuming the best, not the worst; they allow people to take
reasonable risks and if, after honest effort they err and learn
from the mistake, our managers forgive. Our managers look for
opportunities to produce or to act; they don't casually avoid
responsibility. They look with favor on new ideas, searching
for their strengths before dismissing them because of their
weaknesses.
--------------------
As an organization, our profit is the knowledge that
information or analysis that we have provided has been acted
upon successfully. For individuals it is the satisfaction of
knowing that they have done their best and been heard, or their
work has had good effect.
--------------------
We have stringent standards against which we measure our work.
Among them are timeliness, accuracy, and impact on the people
we serve at home and abroad.
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Branch goals/standards, January-February 1984
Supply the best possible intelligence to help policymakers provide
for the defense of the United States.
Hire people with enthusiasm, who are able to sustain that
enthusiasm. It is up to both the employee and manager to sustain
that feeling.
Operate in the most efficient way possible--stay in the forefront of
technological advancement.
Better communications needed between Offices.
Encourage the development of people through training--make sure
people are happy and well-placed in the Agency--happy people are
better producers.
Be tolerant of individuals taking risks, making predictions--do not
penalize when not successful.
Promote the idea that all Offices are equally important. Promote the
idea of working as an Agency team.
Strive to hire people with ambition.
Treat all employees equally.
To get the job done in the best, most efficient way, hire honest,
hard-working, dedicated employees who have integrity.
There should be serious dialogues throughout the Agency on moral
questions of concern to employees, such as tactics DDO officers
use to operate.
Some goals, such as DDO ones, are too sensitive to be defined.
separated.
There should be some check against the kind of firing that took
place several years ago when officers were
The Agency should supply perks and have a higher salary base than
other organizations in order to attract and keep the best
employees.
Good relationships among all employees should be fostered.
Hiring objectives should be different for analysts than they are
for DDO officers because of the nature of the work.
STAT
STAT
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Branch goals/standards (Con't.)
Agency should be immune to political influence.
Agency's most important asset is its people.
Employees should always be dedicated to the goals of the Agency.
We need to know what the consumers want from us; in a sense they
set Agency goals by their requirements.
Agency should do whatever is necessary to combat the USSR.
Agency goals are set by statutes, but employees don't necessarily
understand the more subjective things expected of them, such
as initiative, motivation, putting in whatever time and effort
is needed to do the job well.
New employees should be exposed to a discussion of Agency goals and
ethics (beyond exposure to statutes), especially concerning DDO
operations and tactics--the ethics of those operations and tac-
tics bothers many employees.
We should believe that we are capable of being the best because the
Agency is a unique place.
The DCI's goals are too general--intelligence is unique and our goals
should reflect that. (Emphasized by several individuals.)
DCI needs to better define standards under "Management"--we do not
know what is meant by "well-defined objectives"; we do not really
have "great freedom of action"--that and "creativity" are con-
tradicted by "accountability".
DCI's goals are so broad that we cannot disagree with them.
DCI's goals, standards have to be general to cover the entire Agency.
(Emphasized by several individuals.)
Continue to fight to abolish FOIA.
High integrity is applicable to all in the Agency, including the DDO.
Its dedication to the Agency's goals is just as strong as ours.
General agreement that what we had come up with before reading the
DCI's goals was very similar to his, at least in intent.
STAT
STAT
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7 February 1984
SUBJECT : Statement of CIA Purpose, Principles and Values
Purpose
To collect, sift, analyze and present to US policymakers that
critical bit of information known as intelligence in an effort to aid
them in their decisionmaking processes. This information and analysis is
presented succinctly and in a timely manner.
Values
In the conduct of its work the Agency should seek to incorporate the
following values in its effort:
-- Quality service/product
-- Accuracy of information and thoughtful analysis
-- Objective presentation
-- Willingness to speak out
-- Responsiveness to policymakers' needs
-- Conformance to law
Management
One of the Agency's most important resources is its people. To
achieve its purpose the Agency's must provide decisive direction. It
should:
-- Explain the uniqueness of the work environment and where
people fit into it
-- Select and develop employees at all levels in order that each
may achieve' his/her potential
-- Encourage excellence
-- Recognize and reward talent
-- Encourage creativity
-- Encourage trust and support
-- Provide recognition for work well done
-- Match people's abilities and jobs
-- Provide a safe working environment as much as possible
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STAT
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SUBJECT: Statement of CIA Purpose, Principles and Values
Attitudes
The attitudes of the Agency's employees ultimately determine the
excellence of its product. Agency employees should show:
-- Dedication and commitment to their individual efforts
-- High ethical conduct
-- Curiosity
-- Willingness to accept challenge
-- Willingness to take risks and make mistakes
-- Self satisfaction derived from doing a good job
-- Ability to accept change and flexibility to move with it
STAT
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L' a::/ Y.... i e w a U-T . ..A, aC T'C
6 February 1984
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Memo For:
From:
Subject: Statement of CIA goals and principles
Purpose -- To assist in safeguarding US interests, we must have as our
primary goals the collection and analysis of intelligence information in
order that we may provide accurate, timely and objective information to
support US policymakers.
Values -- The Agency should strive to achieve and maintain the highest
quality products and services possible. Our collection, analysis and
intelligence support activities should be thorough, timely, accurate, and
objective. We must strive to adhere closely to the security restrictions
and other regulations under which we operate, as well as the laws of the
country we serve, just as we must also maintain high moral standards such
as integrity, honesty and loyalty.
STAT
Management -- Management practices within the Agency should attempt to
foster an enhance the attitudes just mentioned. Agency managers should
be people-oriented and accessible and responsive to their employees, and
? should not only accept but encourage suggestions from all levels.
Management practices should provide job security for all employees.
There should be ample opportunity for training and for career
development, and the doctrine of "promote from within" should be an
essential component of any personnel development policy.
Attitudes -- The attitudes of Agency employees or prospective employees
should reflect the overall values of the Agency as a whole. All Agency
employees must be committed to achieving the goals of the organization.
We as individuals must display a sense of loyalty toward and respect for
the Agency and the country. We, too, must maintain high moral standards
and a willingness to abide by security and other regulations. We must be
willing to devote the necessary creative energies to produce the highest
quality product or service in terms of accuracy, timeliness and
thoroughness. We must take pride in our work and in ourselves. Agency
employees should be characterized by a willingness to take risks and to
work together in a spirit of cooperation.
STAT
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6 February 1984
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MEMORANDUM:
FROM
SUBJECT : Statement of CIA Goals and Principles
Formulated by
STAT
The ultimate goal of the Central Intelligence Agency is
to collect, analyze, and produce intelligence that satis-
factorily supports the needs of policymakers in their deci-
sionmaking. The Agency conducts its affairs within the
framework of the law and without giving in to political pres-
sure or public opinion. Within the organization there is an
expectation of excellence based on honesty, a sense of real-
ism, and tradition. As a result, the Central Intelligence
Agency is "the best" in the intelligence business.
Agency employees are the sources of its strength and the
resources for its growth. Their collective expertise is un-
matched, and they are responsible, dedicated, reliable and
committed to maintaining the organization's goal. They trust
and support each other; their integrity is unquestioned.
Agency management provides for a safe work environment
that is conducive to productivity. Operating styles vary,
but the constant goal is to provide leadership, direction,
encouragement, and inspiration, and to that end managers
offer security, incentives, growth opportunities, and
expressions of gratitude for jobs well done
STAT
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STAT
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STAT
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Goal/Purpose
The purpose of the Agency is to ensure the security
of the United States against foreign elements. The
primary goal of the Agency is the presentation of
information in a timely, concise manner. In
discharging this mission, we gather and synthesize
information to provide a timely, accurate analysis of
world events, projections for the future and their
impact on the United States.
Ethics/Values/People
Agency people have a "sense of mission" in that
Agency products impact on and contribute to policy
decisions and national security. This "sense of
mission" requires a great deal of national pride and
dedication on the part of people who are willing to
forego public credit for their product. We have to be
very honest in this organization and admit our
failings. We have to be objective and honest with each
other, as well as our consumers. (In some of our
ethics and values, we are constrained by law.) The
intellectual and personal rewards from doing a
difficult job under pressure which can have
far-reaching impact are great and satisfying to Agency
personnel.
We employ, and should seek to employ, individuals
who enjoy the intellectual challenge of piecing
together facts from fragmentary and contradictory
information to form an accurate picture.
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Concerns
We don't take enough risks in how we package our
products. We need to keep our consumers better
informed about the environment in which we work.
should be more consumer oriented at lower levels - more
interaction with people who support the principals.
There is an underutilization of potential in the
Agency. We should develop the skills of the people we
have and make better matches between job skills and
placement. Encourage more task forces at lower levels,
not just in response to crises. Promote people to
management positions based on management skills, not as
a reward for good analytical work.
STAT
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Statement of Goals & Principles
Branch STAT
? We in the Central Intelligence Agency are engaged in the pursuit,
processing, and marketing of one of the most essential commodities of
our day--information. In a world beseiged by the flow of more
information than individuals can hope to meaningfully absorb, we
regard intelligence as that relatively small slice of information--
skillfully sought out, thought out, and presented--that we believe
to be of sufficient value to merit the time and attention of our
consumers.
In a very real sense we perform our service in a free market
environment. Much of the information that we deal in is available
in abundance in the public domain, craftily captured and lavishly
wrapped in handsome television, journalistic, and academic offerings.
Because we do not seek or expect to outdo today's impressive media
potential, we must continue to ensure that our product continues
to be equally worthy of our readers' attention because of its
unique value. Several principles must guide us in this quest:
--Focus on intelligence data, i.e. the collection and presentation
of that information which is beyond or outside the public domain. Our
entire existence as an organization revolves around this special
trust that has been vested in us to collect and handle data outside
the public eye. It is this slice of the pie that sets our products
apart, and that must therefore be clearly identified and presented.
Without this emphasis, our products will be regarded as a rehash of
news that is available faster or in fancier packages elsewhere.
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--Accuracy. Our readers must retain that trust that what we tell
them is reliable and on target, and that statements of probability
and conjecture are properly labeled as such. We must ensure our
consumers' faith in our command of the facts before we can hope to
impress them with our analysis of those facts.
--Timeliness. The best intelligence in the world is of no use if
it is too late to help in any given situation. Our concern for
timeliness must always supersede our concern for format and packaging.
--Expertise. OUr products are enhanced by our readers' knowledge
that they are put forth by people who know what they're talking about.
We must maintain our reputation as a ready resevoir of knowledge--in
both our files and in the minds of our analysts.
--Daring to be provocative,i.e. giving our consumers products
that make them think, or even make them think twice. We must be
willing to state facts and analysis that may not square with their
anticipated views, always staying one step or one thought ahead of
them, anticipating events or outcomes that they should be considering
for better or worse. They might not always like what we tell them,
but if it's important, relevant, and accurate, they'll listen, and
they'll come back for more.
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As in any large organization--government or commercial--our
products are only as good as our people. At CIA it is our goal
to attract, motivate, retain, and reward top notch performers
across the board in the wide array of specialities that we deal in.
Three principles that we seek to adhere to at all times are:
--effective skill utilization
--participation by employees at all levels in major areas
affecting how our work can best be done
--positive reinforcement and recognition of good work.
The Central Intelligence Agency is a complex bureaucracy
characterized by more compartmentation and specialization, for
legitimate security needs, than most comparably sized organizations.
As such, most of our employees are concerned with processing or
supporting only a limited part of our overall mission. In fact,
the vast majority of our employees are not on the prestigious
front lines of collection, new technology, or analytical production.
They are instead dedicated professional, technical, and clerical
employees who perform their particular slice of the pie positions
outside the limelight, and within the security-dictated lifestyle
restrictions that go along with Agency affiliation. It is
incumbent on us to ensure that each employee knows how his or her
position fits into the overall Agency mission and product, so that
the pride we share in our work can be felt at all levels.
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STAT
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15 February 1984
STAT
MEMORANDUM FOR: Deputy Director for Intelligence
SUBJECT: Goals, Principles and Standards for the CIA
1. The attached is submitted in response to the DCI's request that
we involve ourselves in the development of a statement of goals,
principles and standards for the CIA.
2. Branch and division chiefs were given the package of material
from the DCI, but the DCI draft statement was not provided to branch
personnel until the last session held by each group. All of the groups
met at least twice; many decided a third meeting was necessary. When a
consensus had emerged, the group leader prepared the 1-2 page memorandum
which was then circulated to the members of the group for final
? approval. These submissions were delivered to the appropriate division
chief, whose job it was to synthesize the groups' submissions. These
division syntheses, with the group submissions attached, came to me on
13 February. I synthesized the division responses, carefully refraining
from going back to the individual group memoranda. The individual group
submissions, as well as each division synthesis, are attached for your
background.
3. I must say that I have heard many positive reports as to the
utility of the exercise. A reading of the individual group submissions
convinced me that a great deal of thought and effort was expended. Our
people, despite some initial apprehension, got into the exercise and took
it seriously. I have already received requests from people who want to
see copies of the division and office syntheses. (We are making these
available to all 0 personnel.) Others are asking whether they will be
allowed to see the DCI's final version and when. In other words, the
enthusiasm we hoped to generate for this exercise was, and is, there.
This can be a positive or a negative factor. Why this is so can be summed
up in the words of one of the groups:
"We, as a group, agreed that the statement of purpose and
ideals the Agency is drafting will have meaning only in the light
of efforts toward its implementation. We believe that the
process CIA has now begun cannot stop with the formulation of
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such a statement; failure to move in areas where the stated goals
and present reality do not coincide would be exceptionally
destructive to morale. By undertaking this project, we believe
that all levels within CIA are accepting a commitment to follow
through beyond the stages of both goal identification and problem
definition. Our success--as that of any business or
organization--will depend ultimately not on what we say we ought
to be, but what we show ourselves to be."
Now that we have convinced our people to jump on the bandwagon, they are
going to insist that we take them somewhere. I believe that is a healthy
sign.
STAT
Attachements:
As stated
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
The Central Intelligence Agency adopts the following for which it
expects to be held accountable--by its employees, by the President,
Congress and other consumers, and, ultimately, by the American people:
Purpose. The CIA is dedicated to protecting national security and
democratic principles by serving US policymakers with accurate, objective,
comprehensive and timely intelligence support. It accomplishes this
through the collection and evaluation of intelligence, the dissemination
of its judgments and, upon request and in accordance with the law, through
the implementation of policy decisions.
Organization. The CIA is organized to perform diverse and complex
tasks while preserving the security of its information. Each element's
departmental and national responsibilities are important and respected.
The critical interdependence of its operating elements, however, requires
meaningful communication and cooperation in order to operate at maximum
effectiveness. The Agency and its components must remain flexible and
? able to redirect and reallocate resources as new needs arise.
Ethics. Our activities are conducted according to the letter and
spirit of the Constitution and the body of US law. We recognize that a
dilemma can exist between legal accountability and individual moral
responsibility. We tolerate that dilemma by demanding personal integrity
above reproach in all our actions.
People. The CIA is an organization of people. The strength of our
organization is dependent on the quality of our people and their
performance, and the future of the organization is related to the
opportunities afforded its personnel for personal and professional
growth. Our goal is to attract the best people, to get the most from them
by providing adequate pay and material benefits, challenging assignments,
opportunities for training and advancement, and a stimulating workplace,
and to reward excellence.
Management. CIA management is the catalyst for ideas and actions.
It should foster initiative, creativity and productivity by clearly
stating policies, by giving employees freedom of action, by developing
communication, by cultivating its people, and by being willing to take
risks. Management is selected on the basis of excellent performance and
the ability to inspire others to that level.
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Measure of Results. Consumer satisfaction is not in itself a measure
of success. Our consumers may be satisfied if we support them according
to their wants and not their needs. History and public opinion may be
based upon incorrect or incomplete information. Therefore, we must assume
a considerable responsibility for judging the quality of our own work. To
accomplish this, we must demand more of ourselves than others do. We must
provide information, analysis, and action that stand the test of the most
careful scrutiny. We should have the respect of our consumers, even if
our messages are not what they want to hear. Both our successes and
failures should be stepping stones for growth.
Standards. We strive to perform our mission in the most effective
and efficient manner possible. To this end, we commit ourselves to:
-- achieve the highest quality of performance
-- pursue a level of ethics and integrity of the highest order
-- maintain a professional, dedicated intelligence service
recognized as the best in the world
develop and utilize the most effective technologies and
maintain the capability and flexibility to meet tough and
sudden changes
provide an environment that enables each individual to
develop and use his talents to the fullest.
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SECRET
10 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
Statement of Goals, Principles and Standards for'CIA
Purpose: To serve the interests of the United States and provide for the
protection of its national security and democratic principles by providing
the makers of foreign policy accurate, comprehensive, and timely.
intelligence support. Our task of remaining policy-relevant'without
encroaching on the making of policy requires us to cultivate constant
exchange with policy agencies at all levels.
Organization. The CIA is made up of interdependent operating elements that
require close and free-flowing communication and mutual feedback in order
to operate at maximum effectiveness. Each element's departmental and
national responsibilities are important and respected. The Agency and its
components must remain flexible and able to redirect and reallocate
resources as new needs arise.
Ethics: To succeed we must strive not only to maintain the trust and
respect of the policymakers, but more importantly, we must earn and
maintain the confidence of the public. Thus we'share collective and
individual responsibility to follow and defend the letter and spirit of the
Constitution and laws of the United States in all our actions.
People: Given the unique demands of-our business and nature of our
product, we cannot lose sight of the fact that our people are our chief
asset. The strength of our organization is dependent on the quality of our
people and their performance, and the Agency's future is related to the
opportunities it affords our personnel for professional and personal
growth. Although our people will make mistakes born of a desire to excel,
these mistakes will help us learn and grow.
Management: Our goal is to promote a management style that:
-- demonstrates initiative, innovation, and risk-taking--nurturing
creative problem solving,
-- fosters communication all of levels of the organizational chain,
-- cultivates outstanding performance, but also finds ways to tap
the talents of all our people,
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recognizes the importance of contributions from each component,
ensures that all jobs offer challenge and prospect for
advancement, and fosters individual growth through rotational
assignments and innovative training,
Measure of Results. The CIA will measure the success of its efforts by its
ability to provide timely, relevant intelligence support, warnings, and
unbiased assessments in support of national security interests.
Performance Standards: We must display a commitment to:
-- achieve the highest quality of performance;
-- maintain a professional, dedicated intelligence service,
recognized as, the best in the world;
-- furnish objective, policy-relevant support;
-- provide a creative environment which fosters individual autonomy
and latitude;
-- pursue a level of ethics and integrity of the highest order.
SECRET
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10 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
Statement of Goals, Principles, and Standards
for CIA
Purpose: To serve the makers of United States foreign policy
and, through them, the American people by providing accurate,
comprehensive, and timely intelligence support. Our task of
remaining policy-relevant without encroaching on the making of
policy requires us to cultivate constant exchange with policy
agencies at all levels.
Ethics: To succeed we must be trusted by the policymakers, but
more importantly, we must have the confidence of the public.
Thus we share collective and individual responsibility to follow
and defend the letter and spirit of the Constitution and laws of
the United States in all our actions.
Performance Standards: To perform in such a way that we:
-- responsibly preserve the national security and further the
legitimate foreign policy interests of the United States.
-- maintain and enhance our reputation as the finest
intelligence organization in the world.
-- attract, develop, and retain dedicated and talented
people.
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Personnel: We will not lose sight of the fact that our people
are our chief asset. The strength of the organization is
dependent on the quality of its people and its future is related
to the opportunities it affords for their professional and
personal growth. Although our people will make mistakes born of
a desire to excel, these mistakes will help us learn and grow.
Management: Our goal is to promote a management style that:
-- demonstrates flexibility in all areas of our organization
and all aspects of our work in order to nurture creative
problem solving.
STAT
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ADMINISTRATIVE INTERNAL USE ONLY
-- fosters communication between the poles of the
hierarchical chain rather than filtering and distorting.
-- cultivates outstanding performance, but also finds ways to
tap the talents of all our people.
-- recognizes the importance of contributions from each
component.
-- ensures that all jobs offer challenge and prospect for
advancement, and that individual growth is fostered
through rotational assignments and innovative training
programs.
-- constantly, rather than periodically, registers
appreciation for the efforts and individual achievements
of all our people.
STAT
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ADMINISTRATIVE INTERNAL USE ONLY
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7 February 1984
SUBJECT: Statement of Goals, Principles and Standards for CIA
MEMO FOR:
FROM:
STAT
Branch welcomed the opportunity. to participate in STAT
?
this exercise and offers the following feedback on the DCI's
initial draft:
a. Purpose. The Branch believes that our mission needs to
be defined further to include in general the protection of US
interests and specifically the national security. Without a
broader definition of our purpose, we could not justify the use of
covert or counterintelligence activities because they are not--
nor should they be--used exclusively for intelligence collection.
b. Organization. We wholly agree with the DCI's expression
of the one agency concept as an operational principle.
c. Ethics. supports the general statement in the STAT
draft, but would include in addition a specific statement
regarding our duty--demanded by our sense of ethics--to provide
policymakers at all levels with objective analysis free of
political biases.
d. People. Branch members agree with the emphasis on
people as this agency's primary resource. They would add,
however, that selection to management positions should be based
also on an individual's ability to exercise sound judgment;
interact effectively with subordinates, peers and superiors;
organize work; and foster team spirit.
e. Management. is in full agreement with the STAT
principle expressed in the DCI's draft.
f. Measure of Results. We believe the measurement of
results must be linked wit the customer but would avoid the use
of the term "satisfaction" because it connotates, for us, a sense
that the inputs must be compatible with the customer's own views
of a situation. The emphasis, we believe, would be more
appropriately placed on the product's usefulness, relevance and
timeliness without reference to satisfaction.
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g. Standards. All discussants found this statement to be
inspirational and fully endorse it. In fact, in our initial
session, many of these adjectives were mentioned in connection
with our own search for excellence.
STAT
ADMINISTRATIVE INTERNAL USE ONLY
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7 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
Statement of Goals, Principles, and
Standards for CIA
Purposes. To provide intelligence information and support
activities in an unbiased manner, identify world events that
could damage US security interests, and carry out the decisions
of the President to influence events in favor of the United
States.
Organization. The CIA consists of interdependent units
that require close internal communication and mutual feedback
to operate at maximum effectiveness. The Agency should use the
best available technology and maintain a commitment to
developing new technologies in support of its mission. The
organization should be willing to redirect and reallocate
resources to serve the national interest.
Personnel. The strength of the CIA is its workforce and
we need to recruit talented people. To provide professional
and personal growth while maintaining high morale, the Agency
should provide a challenging,.pleasant work-environment;
encourage open communication; invest in training to improve
skills; recognize performance and promote by merit; and show
respect for individuals and their differences. In return,
Agency employees should accept individual accountability to the
organizational purpose, 'display high ethical standards, and
show respect for the principles of the US Constitution.
Management. CIA managers should foster dedication to
professionalism and maintain a constancy of purpose by avoiding
partisan politics. They must maintain organizational
flexibility and adaptability; encourage individual initiative;
provide incentives to innovate and take risks; and provide
honest evaluation of performance.
Obligations to Customers. The Agency is obliged to
provide good, timely, unbiased information to US
policymakers. We should provide alternative viewpoints,
challenge the conventional wisdom but avoid policy
STAT
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prescriptions. The Agency should be forward looking and stand
ready to alert US officials to developments of concern to the
United States.
Relationship with Society. The CIA should foster
goodwill, and wider recognition and acceptance of the
organization in our democratic society and, at the same time,
be vigilant about protecting national security interests.
Measure of Results. The CIA will measure the success of
its policies by its ability to provide unbiased intelligence
information, evaluations, and warnings in a timely fashion in
support of national security interests. From an organization
perspective, we measure success by the ability to inspire and
retain a workforce devoted to a career in intelligence
activities.
Standards. The Agency should manifest a commitment to:
?
- The highest quality intelligence products;
- A professional, dedicated intelligence service;
- Provide objective, honest, useful, policy-relevant
information;
- A creative environment providing individual autonomy
and latitude;
- The flexibility to meet challenges.
STAT
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CONFIDENTIAL
13 February 1984
SUBJECT: DCI's Request for a Statement of Purpose
Staff on what should be included in a positive statement of purpose for
the Agency.
Attached is a synthesis of the views of the members of
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Attachment:
As stated
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CONFIDENTIAL
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STATEMENT OF PURPOSE FOR THE CIA
PURPOSE: The CIA is dedicated to achieving excellence in the collection,
evaluation and dissemination of foreign intelligence in a timely manner.
ORGANIZATION: We are organized to meet current needs but retain the
flexibility to change as the circumstances warrant.
ETHICS: We rely on the personal integrity of our employees because
our moral responsibilities often conflict with the laws of other countries.
We adhere strictly to the laws of our country.
PEOPLE: Our people are the primary source of our capabilities. Our
strength is dependent on the quality of our people, and our future is directly
related to the opportunities we afford for our employees personal and pro-
fessional growth. Excellence is rewarded, and management personnel are
selected on the basis of their own excellent performance and their ability
to inspire others to that level of performance.
MANAGEMENT: We wish to achieve our objectives by the maximum utilization
of our resources. Since people are our most important resource, a major
? goal of management is the development of our employees both personally and
professionally.
MEASURE OF RESULTS: We have a small group of customers: the nation's
policymakers. The only meaningful way to measure our success is how well
we satisfy them.
STANDARDS: Our standards are simple: get the job done as quickly and
efficiently as possible and then move on to the next task.
UNCLASSIFIED
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7 February 1984
0
MEMORANDUM FOR:
FROM:
SUBJECT:
STAT
1. Attached is our contribution to the "CIA goals and
standards" exercise. It includes a one-page statement of Agency
objectives and a one-page critique of the draft objectives
attributed to the DCI.
2. The contributions are the product of a 30 minute
introductory meeting, two 60-90 minute brainstorming sessions and
one 30 minute wrap-up meeting attended by and
I was especially pleased at the free flow
of ideas and the participation of more reticent and junior
3. I hope the results of this Agency-wide effort are worSTAT
the time and resources expended. I remain open minded.
STAT
STAT
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Purposes: The CIA seeks to enhance the national security of the
United States. It collects, analyzes, and presents to the US
Government information that is difficult to know about friends and
foes and carries out US foreign policies by covert means when
necessary.
Organization: The CIA comprises groups of people with diverse and
often secret functions. They may cooperate or compete; they may
work independently or together; but they are always united in
purpose.
Ethics: We recognize that a dilemma can exist between legal
accountability and an individual's moral responsibility. We are
employees who are, after all, working in an organization that many
citizens perceive as contrary to the principles of the United
States. We tolerate that dilemma by demanding personal integrity
beyond reproach.
People: The CIA is an organization of people; indeed, its
? products are the thoughts and actions of people. We should
attract the best people and get the most out of them by providing
adequate pay and material benefits, challenging assignments,
opportunities for training and advancement, and a stimulating
workplace. We must aim to compensate for the exceptional toll our
personnel pay for working in a secret organization and for a
government that publicly denigrates the performance of its
employees.
Management: Managers are the catalysts for ideas and actions.
They should foster initiative, creativity, and productivity by
clearly stating policies, by giving their employees freedom of
action within well defined goals, and by being willing to take the
risk of delegating responsibility.
Measures of Results: Our work is judged by how well history
records we have served our national security. We must provide
information, analysis, and action that is accurate and timely, and
that stands the test of careful scrutiny. We should take pride in
our successes and learn from our failures.
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CRITIQUE OF DCI STATEMENT
Purposes: The DCI statement does not specify any attributes that
are unique to the CIA. It hides in vague terms our real purpose
(security), consumers (USG policymakers), and means (information
collection and analysis and covert action). The second sentence
of his draft is meaningless here.
Organization: The DCI draft is "1984 newsspeak." The prose is
turgid and the meaning known only to the author. We have tried to
capture the diversity and synergy of the organization.
Ethics: The DCI statement simply defines ethics as that which is
legal, a position that causes moral discomfort for many.
Moreover, it raises the impossible demand that everyone from
floorsweeper to legal counsel be aware of and use in their daily
decisionmaking the complex laws of the United States. Instead, we
have tried in our draft to recognize that legality and ethics can
put the employee in a dilemma that can not be easily resolved.
People: The DCI statement appears to confuse statements of fact
(the strength of an organization is its people) with goals (skills
are recognized and fostered...). The latter should be phrased
more idealistically -- skills should be recognized; or we seek to
recognize skills.... Our draft has more of the sense of goals.
Management: The same criticism we make on the "people" statement
applies to "management."
Measures of Results: The first three sentences of contrasts
between the Agency and the private sector are wordy and pointless;
it takes far to long to get to the meat of this section. Later
references to "people" attributes are irrelevant. While the last
sentence reference to democratic principles of President,
Congress, and the Public is high-minded, we should not delude
ourselves into thinking that the public at large actually measures
and appreciates our functions, or even that the Congress is fully
informed of what we do and how we spend resources. Our draft
looks at results in concrete terms -- accuracy, timeliness,
relevance, and the test of history.
Standards: We concluded that the standards for performance should
be folded into the separate preceeding sections, as we have done.
We had a lot of trouble with the DCI's reference to the "best
intelligence service in the world" because standards have to be
? measurable.
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CONFIDENTIAL
Purpose: Provide policymakers with informed, unbiased foreign intelligence
on on aattimely basis.
Organization and Management: A structure streamlined to facilitate the
timely production of highest quality intelligence and operated to attract
and nurture the most talented employees.
Ethics: The Agency operates according to the letter and spirit of the
Constitution and the body of US law.
People: Skilled, dedicated, and creative.
Measure of Results: Respect from policymakers, whether or not CIA's
message is what they want to hear.
Standards: To accept nothing less than the best of our capabilities.
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CONFIDENTIAL
STATEMENT OF THE MISSIONS, STANDARDS, AND GOALS
OF THE CIA
Mission
To collect, analyze, and disseminate intelligence on foreign
trends and developments affecting the strategic interest of the
United States to policymakers and other necessary consumers.
To provide policymakers with adequate warning of foreign
threats to the United States and to its strategic political,
military, and economic interests.
To carry out such special operations abroad as directed by
policymakers to promote and insure United States strateqic
interests.
Standards
Such collection, analysis, and dissemination of intelligence
shall be done in full compliance with the laws of the United
States.
It will be done with the highest degree of professionalism,
dedication, and integrity, and in the most rational and cost
effective manner possible.
0
Our intelligence, which will be timely, accurate, objective,
and relevant to the needs and desires of policymakers, will set
the highest standard within the Intelligence Community.
Goals
The ultimate goal is to assist in promoting the security and
well-being of the American people so that we may live as free
individuals in peace and harmony with the entire world.
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2 February 1984 STAT
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SUBJECT: Statement of Goals, Principles, and Standards
for CIA
1. The following represents my synthesis of
Branch's articulation of the framework within which the Agency
should operate. STAT
Goals
To provide the best intelligence analysis and operational
support possible on a timely basis for US government officials
charged with national security responsibilities. In this regard,
we strive to convey facts and analysis with clearness, force, and
interest; collect information needed and not just because it is
possible; and maintain an unbiased, objective position.
Achieving Our Goals
Organization
The CIA must retain flexibility to respond effectively to
its diverse and complex tasks while preserving the security of
its information. At the same time, the critical interdependence
of components requires meaningful communication and
cooperation. The organization must foster an innovative
environment in which to best fulfill its constantly changing
mission.
People
We must employ our country's most talented and dedicated
people with diverse backgrounds and reward their efforts
accordingly. Yet, we must acknowledge that in practice some of
our work is arduous and tedious and, therefore, must not neglect
those who carry out less spectacular functions. To fulfill its
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unique responsibilities and broaden the expertise of its
personnel, the CIA should provide appropriate training, travel,
experience, and suitable incentives and rewards. After all, most
managers will come from within. It is the task of managers to
insure that all parts of the Agency work effectively and
efficiently together toward reaching our common goals.//At all
levels, we must value innovation and judicious risk taking while
recognizing that mistakes occur and need to be offset by the
wisdom of practical experience.//
Measuring the Results
Because of the unusual nature of our work, we must assume a
considerable responsibility for judging its quality internally.
Therefore, the first way in which we evaluate the achievement of
our goals is that we be confident that we are the repository of
the best intelligence information in order that our product and
operations safeguard our national security to the fullest. At
the same time, we must look for and respect the views--negative
and positive--of our consumers and oversight officials.
Standards of Excellence
We must strive in everything we do to:
-- apply our best efforts to whatever task is assigned or
initiated, regardless of the nature of the work;
-- assign tasks suited not only to the capabilities of those
who fulfill them but to the needs of the consumer;
provide the proper environment, including the utilization
of the most effective technologies, to accomplish our
tasks;
balance our respect for the individual with the need to
serve the comon good, ultimately the national security;
see to it that our intelligence service is and remains one
of which any free government could be proud.
0
2. This statement tracks closely with the DCI's draft but
still differs in several key respects. First, Branch members
recognize that the satisfaction of our consumers should be key in
measuring our results but believe strongly that the uniqueness of
our work, and sometimes biases, among consumers should allow us
leeway to also critique our efforts. Second, we think that the
pervasive and essential security aspects of our job should be
2
UNCLASSIFIED
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mentioned more directly. And third, we want to convey more
forcefully the importance of all components, particularly
directorates of the Agency, pulling together to serve the common
good.
STAT
3
'UNCLASSIFIED
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The Agency keeps the President fully informed of all
developments in foreign countries that will affect US
interests. To accomplish this, we both anticipate the needs of
policymakers and respond to requests for information and analysis
on a timely basis.
Ethics
-- All actions taken in support of the Agency's objectives
are within US Constitutional bounds.
Standards
-- The Agency develops analytical positions that are
informed, accurate, objective, and timely.
-- The Agency excels in development of technical collection
systems and the execution of well-conceived clandestine
operations.
?
Human Resources
-- The Agency employs outstanding individuals, dedicated to
the value of intelligence.
-- The Agency rewards excellence through positive
incentives, job security, and promotion from within.
-- The Agency enhances employee capabilities through
training, travel, and a variety of job assignments.
-- The Agency provides an atmosphere that is flexible and
encourages creativity and risk taking.
Organization
-- Agency components support each other through cooperation
and communication.
-- The Agency encourages professionalism and respect for the
variety of individuals and occupations required to
accomplish the Agency's mission.
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Discussions of the Agency's goals
STAT
?
revealed deeply held beliefs about the value of intelligence and
proper Agency conduct. Each individual in the group felt that
the Agency must not only respond to the requests of policymakers
for information, but also anticipate their needs. In all cases,
analysis must remain objective, and not cater to what officials
want to hear. Additionally, Branch members agreed that the
Agency should be carrying out the directives of the President of
the United States, not promoting on its own preferred policies or
operations.
STAT
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Statements of Goals, Principles,
and Standards for CIA
Qualitative Goals
To provide objective, accurate, and comprehensive
intelligence support to the US Government.
To provide this support in the most useful and timely fashion
as possible.
To ensure that this support is provided under the letter and
spirit of US laws with the highest integrity, and free from
any biases that may be held by the consumers of our product.
Organizational Goals
To ensure that all operating elements of the agency mutually
support each other to the maximum in order to achieve our
? qualitative goals.
Management Goals
Always to attract, develop, and retain the most talented
people. To provide resources to accomplish the Agency's
objectives and the inspiration to perform at their highest
capabilities.
To create an environment which fosters creativity,
innovation, and courage.
Measure of Results
Our results cannot be measured in terms of monetary profit or
even in the short-term evaluations of our consumers, because
frequently we must tell them what they do not wish to hear.
Our activities can be measured imperfectly at best over the
longer run by a consensus of the US public as well as the
executive and legislative branches that the CIA has served
the nation's security well.
STAT
STAT
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13 February 1984 STAT
MEMORANDUM FOR:
SUBJECT: Statement of Goals and Principles
Attached is the Division statement of goals and principles along with
the individual statements generated by the individual discussion groups.
Because of the absence of two branch chiefs, we lumped our analysts and
clericals into four discussion groups, each headed by a branch chief.
?
Attachments:
As stated
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GOALS, PRINCIPLES, AND STANDARDS FOR THE CIA
The Central Intelligence Agency adopts the following as standards for
goals to which it expects to be held accountable--by its employees, by the
President and the Congress, and ultimately by the American people.
Purpose
The principal mission of the Agency is to provide the President and
other policymakers with accurate, timely, comprehensive, and objective
intelligence so as to assure sound policy decisions and to assist, upon
request and in accordance with the law, in implementing these decisions.
To fulfill the overall mission, the Agency:
Collects foreign intelligence, using both overt and covert
sources and methods, and disseminates this intelligence in a
timely manner.
Analyzes the significance of foreign events and trends, warning
policymakers of unfolding or impending foreign threats to
national security and national interests and conveying this
analysis to the policymaker in a timely and useable manner.
Safeguards from unauthorized disclosure, all intelligence
information sources and methods vital to the national security.
Acts, in accordance with US law, as the President's principal
instrument for influencing developments abroad.
Standards for Excellence
We strive to perform our mission in the most effective and efficient
manner possible and to uphold our reputation as the best intelligence
organization in the world. To this end, we commit ourselves to:
-- Demand the highest quality in all aspects of our performance and
to cooperate to the fullest extent possible with other components
of the Agency, Intelligence Community, and Government.
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Uphold the integrity of the intelligence process and profession,
ensuring that our products remain politically unbiased and that
we as individuals and an institution comply with the letter and
the spirit of US law.
-- Recognize and reward exceptional performance, foster initiative
and free expression, assure fair and equal treatment to all, and
encourage easy and frequent internal communications, so as to
create a working environment that enables each individual to
develop and use his talents to the fullest and the Agency to
attract and retain skilled and dedicated employees.
-- Develop and utilize the most effective technologies and maintain
the capability and flexibility to meet tough and sudden
challenges.
REACTION AND EVALUATION
? During our discussions, we found that there was considerable concern
about the existence of institutional barriers to fulfilling the standards
of excellence that we espouse:
-- It was widely agreed that rigid adherence to format in the
production of finished intelligence frequently gets in the way of
timeliness, creativity, and innovation.
-- Some thought that the review process itself has a similar effect
although others believe this cost was offset by gains in the
quality of the product.
-- Some were concerned that the sensitivity of high-level management
to the policy aims of a given administration tended to hamper the
ability of analysts to convey their views in an impartial,
balanced way.
-- There was also concern that the working environment in some
offices and branches--particularly where there is crowding and
noise--was not conducive to effective work.
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We, as a group, agreed that the statement of purpose and ideals the
Agency is drafting will have meaning only in the light of efforts toward
its implementation. We believe that the process CIA has now begun cannot
stop with the formulation of such a statement; failure to move in areas
where the stated goal and present reality do not coincide would be
exceptionally destructive to morale. By undertaking this project, we
believe that all levels within CIA are accepting a commitment to follow
through beyond the stages of both goal identidication and problem
definition. Our success--as that of any business or organization--will
depend ultimately not on what we say we ought to be, but what we show
ourselves to be.
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3 February 1984
SUBJECT: A Statement of Principles for CIA
On 30 January and 2 February members of the
Branches met to formulate a statement of
principles for the CIA. The results are attached.
STAT
STAT
STAT
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A Statement of Principles for the Central Intelligence Agency
i
The Central Intelligence Agency is an organization of
.patriotic Americans dedicated to the defense and security of the
United States. Their goal is to provide high quality
intelligence support to a wide range of decisionmakers.
I. People are the most important resource of the Central
Intelligence Agency.
-- Managers at all levels must concern themselves with the
proper development of their people and should give them
ample opportunity--through continuing programs of
training, education, and travel--to broaden their
capabilities.
- Managers of all levels must foster initiative and
creativity by allowing the individual freedom of action
in attaining well-defined objectives.
-- Managers of all levels must recognize the achievements of
their people and help them gain a sense of satisfaction
and accomplishment from their work.
-- The Central Intelligence Agency should provide its people
with a productive work environment that is safe,
pleasant, and well-equipped.
-- The Central Intelligence Agency must continue to
strengthen its commitment to equal employment
opportunity.
II. The product of the Central Intelligence Agency must be
objective in all respects.
- The Central Intelligence Agency must be free from
political influence. Even the appearance of such
influence must be scrupulously avoided.
III. Because the Central Intelligence Agency is a secret
organization in a free and open society it has a special
responsibility to conduct its affairs with uncompromising honesty
and integrity; anything else is totally unacceptable.
IV. Within the framework of compartmentation all Central
Intelligence Agency personnel should strive to increase
cooperation between the Agency's diverse operating units.
- Although our functions are decentralized, we are one
Agency whose overall strength is derived from mutually
helpful relationships and frequent interaction among our
interdependent units.
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V. To meet the challenges of a changing world, the Central
Intelligence Agency must be prepared to change everything about
itself except these guiding principles.
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(The above also included the input of
Branch,
STAT
STAT
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Contribution to "In Search of Excellence" Project
Phase I: Generation of Branch Statements
GOAL: The primary goal of CIA is to provide the policymaker with the
information he needs to formulate his decisions. We must produce timely,
accurate, and objective intelligence which meets the policymakers' needs
but is not necessarily beholden to his interests; which helps him reach
judgments, but is not driven by the need to justify existing policy
directions. We must provide a product that avoids any institutional bias,
such as that generated by the desire to defend previously formulated
positions or by the drive to protect bureaucratic interests. Finally, we
must assure that the intelligence we produce is based on the most complete
evidence available in order to generate the highest possible confidence in
its validity.
MANAGEMENT: Management's primary responsibility is to create an
intellectual and physical environment that is conducive to fulfilling the
basic goal of the Agency. It must encourage and stimulate analytical
creativity, innovative thinking, and a positive attitude toward
production, striving to distribute equitably both tangible and intangible
rewards for superior performance. The manager must establish a mutual
bond of confidence, loyalty and trust with his subordinates, based in
large measure on consistent guidance and effective, open, two-way
communication. He or she must strive for fairness and impartiality in his
evaluation of employee performance, working closely with subordinates to
recognize areas requiring improvement and providing strong encouragement
in all areas of personal development. Finally, the highest-level
management in CIA must create and encourage a lean, streamlined management
structure that will facilitate rather than impede production.
PERSONNEL: The success of the Agency is built on the capabilities of
the individuals it hires and retains; its continued progress and growth
depends on assuring a steady flow of high-quality individuals possessing a
broad range of diverse talents. As CIA analysts, our primary contribution
to the work of the Agency is an independent, questioning,, innovative, and
creative mind. We must be dedicated to the task of pushing our
capabilities to the highest performance standard possible, motivated both
by a personal desire to excel and by an appreciation of the importance of
the work that we do.
PHASE II: Reaction and Evaluation
Although we, as a group, generated a set of goals and principles
which dealt in greater specificity with areas of particular concern to us,
we agreed that we could readily accept the CIA draft statement as a
general outline of governing ideals. A statement of ideals, however,
? takes meaning only in the light of efforts toward its implementation. As
a group, we believe that the process CIA has now begun cannot stop only
with the formulation of such a statement; the failure to move in areas
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where the stated goal and present reality do not coincide would be
? exceptionally destructive to morale. By undertaking this project, we
believe that we, at all levels within CIA, are accepting a commitment to
follow through beyond the stages of both goal identification and problem
definition. Our success--as that of any business or organization--will
depend ultimately not on what we say we believe, but what we show
ourselves to be.
STAT
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STAT
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3 February 1984
Statement of Purpose, Principles and Standards
In our view, the purposes of the CIA are defined by law and custom, and,
in brief, are to collect and analyze intelligence data, and perform other
services as shall be requested by the statutory authorities. As our
contribution to the CIA's review of its goals, principles and standards, we
submit our definition--from our perspective'as an analytic branch in DDI--of
the goals and standards of excellence we set for ourselves and wish for others
in the CIA.
Objective. As analysts and staff personnel working with analysts, we
endeavor to provide accurate, comprehensive and timely intelligence analysis
to a broad range of policymakers. In pursuing this goal, we believe that we
should strive to integrate information from all sources--open and
governmental, but especially from the DO which provides us with unique
information--to provide CIA views on questions of intelligence.
Other than the material benefits--which, of course, are not
insignificant--our greatest satisfaction results from providing intelligence
support when it matters, that is, to the policymaker as he/she makes
decisions. We tend to view our work in an instrumental fashion. We are most
frustrated when we are "ignored," when decisions are made without the CIA's
input. Producing more finished intelligence brings little satisfaction if it
is not being used.
Leadership. From the perspective of analysts, the most important
leadership function of top management is to ensure that important policy
issues are not decided without an intelligence input. We as analysts must
strive to meet the needs of the consumers and learn from our policymaking
counterparts what they require and when they need it. But intelligence by its
nature is often unwelcomed by policymakers because the CIA's "disinterested"
analysis of events and their implications may be inconsistent with existing
policy lines. Moreover, our intelligence support generally consists of
information and analysis which can inform policymaking, but is not critical to
policy implementation. Thus, it can be "ignored" in the short run by
policymakers--often leaving CIA analysts with the hollow satisfaction of
saying "I told you so" but frustrated at not having been heard when it might
have mattered. Consequently, providing CIA access to policymaking processes,
in our view, is a critical responsibility for top management; only they have
influence with those in other government organizations who have the authority
to make their subordinates responsive to intelligence provided by the CIA.
Management. From our perspective as analysts, the role of management is
critical in providing an environment that fosters analytic initiative and
creativity. Management review is the process by which our analytic output is
translated into the "CIA view" and it provides vital checks to ensure the
accuracy and comprehensiveness of our intelligence support. In addition,
managers should "insulate" analysts from policymakers so as to prevent
analysis from being corrupted by policymakers wishing to suppress intelligence
that does not support current policy positions. In short, our managers help
correct our analytic mistakes and excesses, and protect us from the negative
reactions of those discomforted by our intelligence products. But this is a
difficult role since the line between providing a system supportive, rather
than one that suppresses, independent and creative analysis is a thin one,
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?~ r
often depending on the willingness of individual mana
ers t
l
g
o to
erate conflict
? both from ourselves and the policymaking community.
Although we recognize that our managers have little discretion over
establishing basic salary rates, they do provide the overall incentive
structure within which we work by creating the rewards and penalties for good
and poor performance. Recognition within the agency of good analytic work has
an extremely important impact on our morale and often serves as an effective
substitute for any lack of response from the policymaking community. From our
perspective as analysts, we find it doubly disheartening when our finished
intelligence is ignored" by both our managers and the policymakers that we
hope to serve. Our pride in our work diminshes when.we feel that its effect
has been primarily statistical, that is, to increase ours and the Agency's
production numbers.
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Relations with other Organizations. To perform well as analysts, we must
interact eff ective y wit our consumers, other intelligence organizations and
other offices within the CIA. All too often, our relationships with other
organizations are competitive and adversarial, and all of us in the Washington
community forget that we all serve in the interests of the United States.
Our relations with our policymaking counterparts are especially
delicate. We must strive to be close to our consumers so that we can provide
intelligence in a timely and helpful manner. Our consumers also are an
important source of intelligence information. At the same time, however, our
credibility as producers of intelligence--which we believe is vital to our
serving effectively in the national interest--frequently requires us to say
things that our consumers do not-want to hear or have said. In our view, we
cease to serve our consumers and our country when we lose our independence.
Our interactions with other offices within. the CIA are critically
important. We must endeavor to cooperate effectively and harmoniously with
out colleagues. Our relations with DO in particular must be close:
intelligence gathered by DO gives us our unique status in the intelligence
community; we in turn are the most avid consumers of DO's intelligence
production. We and our counterparts in DO must remember that we are not two
separate organization, but are both components of the CIA and that we have a
symbiotic relationship. Our managers and leaders must strive as well to
ensure that the different officers interact effectively.
Our Standard of Excellence. We, as analysts and staff personnel working
with analysts, believe that we serve the United States in an important manner
as the initial step in the production of accurate, comprehensive and timely
intelligence analysis to a broad range of policymakers. We must hold
ourselves accountable to the highest standards of excellence--to provide
performance of the highest quality; to maintain ethics and integrity of the
highest order; to develop outstanding skills, confidence and personal
resources; to utilize the most effective technologies; and to develop the
capability and flexibility to meet unexpected challanges. We believe that we
as individuals must strive to meet these standards if the CIA is to provide
the leadership of, and gain recognition as, the best intelligence service in
the worl ~
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STAT
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IPoTERNA,I. btu ~~NLY
9 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
The Process of Drafting Goals for CIA
STAT
1. The attached statement of "Goals for CIA" is the product
of a combined effort members of my branch and of the STAT
which as you know is temporarily
without a chief. I am happy to report that everyone
participated.
2. Our statement is the result of "brainstorming" sessions
on 31 January and 3 February and of a third session, on 8
February, at which we reviewed two proposed drafts, made
corrections, additions, and other revisions, and agreed on the
attached statement.
? 3. In my view, the process was at least as valuable as the
product. We seldom have the luxury during the hectic pace of our
everyday work to reflect on the big questions of what we are
about or on how our individual roles fit into the whole. This
process forced us to set aside the time to do such things, and
the result was not only refreshing but a learning experience for
all.
4. During our discussions, we found that there was
considerable concern about the existence of institutional
barriers to fulfilling the standards of excellence that we
espouse:
-- It was widely agreed that rigid adherence to format in
the production of finished intelligence frequently gets
in the way of timeliness, creativity, and innovation.
-- Some thought that the review process itself has a similar
effect although others believed this cost was offset by
gains in the quality of the product.
-- Some were concerned that the sensitivity of high-level
management to the policy aims of a given administration
tended to hamper the ability of analysts to convey their
views in an impartial, balanced way.
-- There was also concern that the working environment in
some offices and branches--particularly where there is
crowding and noise--was not conducive to effective work.
ADMINISTRATIVE
INTFRNAL USE ONLY
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GOALS FOR CIA
The Central Intelligence Agency adopts the following as standards and
goals to which it expects to be held accountable--by its employees, by the
President and the Congress, and ultimately by the American people.
Statement of'Purpose
The principal mission of the Agency is to serve the President, the
National Security Council, and other makers of US foreign and national
security policy. Our mission consists of several interrelated functions:
-- To warn policymakers of foreign threats to the national security
and to inform them of foreign trends and events that could affect
the national interest. To this end, we:
- collect foreign intelligence, using both overt and covert
sources and methods.
- analyze and research the significance of foreign events
and trends.
- estimate the likely course of future events, the
likelihood of various alternative scenarios, and the
implications of foreign trends and events for the US
national interest.
- report our principal findings to policymakers and
disseminate related information and assessments within the
intelligence community.
-- To safeguard from unauthorized disclosure all intelligence
information, sources, and methods vital to the national security.
-- To act, in accordance with US law, as the President's principal
agency for covertly influencing developments abroad.
-- To play a leading role in coordinating the national foreign
intelligence effort.
Standards of Excellence
We strive to perform our mission in accordance with the following
principles:
-- To anticipate foreign developments and the needs of policymakers
for information, analysis, and research.
-- To respond in a timely, accurate, and impartial manner to the
requests and needs of intelligence consumers.
-- A commitment to the craft of intelligence, the integrity of
intelligence as a profession, and the quality of our products.
-- A commitment to people as our most important resource, including:
- Honoring the nation's commitment to equal opportunity and
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fair treatment for all.
- Creating a working environment and opportunities that
enable each individual to develop and use his or her
talents to the fullest, including taking advantage of the
latest technologies.
- Cultivating an atmosphere of risk-taking that fosters
initiative, free expression, and innovation.
- Informality in communication, including the freedom to
question established ways of doing things.
- Recognizing and rewarding exceptional performance.
- Encouraging a sense of participation and teamwork by
acknowledging that every individual has a contribution to
make and is expected to make it.
STAT
(This also includes input from the
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STAT
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Statement of Goals and Principles for
the Central Intelligence Agency
QUALITATIVE GOAL
Our objective is to provide the best intelligence support to assist
governmental policymakers in preserving the national security, bearing in mind
that our ultimate loyalty and accountability are to the American people. To
accomplish this goal, we must collect, analyze and produce comprehensive,
accurate, timely and unbiased intelligence for US policymakers who make the
decisions affecting national security.
MEANS TO ACHIEVE THIS GOAL
o Acquire, develop and utilize the latest, most efficient methods and
technology for gathering and processing information.
o Stimulate creativity, innovation, flexibility and a "can-do" spirit.
o Encourage divergent views and alternate paths of action; question
conventional wisdom.
o Overcome conservatism ponderousness, reluctance to change and
inefficiency by encouraging risk-taking and improvements, and
ie eliminating duplicating layers of review.
o Hire the nation's best and brightest and provide a work environment
with challenges and opportunities for personal growth.
o Select and reward managers who lead, who do not "play it safe," who
recognize and reward high quality performance, and who take action on
inadequate or low quality performance.
o Develop employees who are committed to excellence.
o Think constantly about the policymakers we support to ensure they are
provided with what they want or need rather than what the
organization thinks they ought to want or need.
o Recognize and foster loyalty and dedication.
o Recognize the value of expertise and the unique contribution of each
component toward achieving the Agency's goals.
o Nurture the feeling at all levels that CIA is a unique organization,
staffed by unique men and women, with a goal essential to the well
being of our nation.
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o Challenge employees to work together to build the best intelligence
service in the world.
o Foster cooperation with and recognize the capabilities of other
organizations in the Intelligence Community.
o Employees are expected to maintain impeccable standards of integrity,
legality, and objectivity.
o Change is inevitable and to be encouraged.
o Propriety, common sense and good judgment in both professional and
personal lives.
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o Advancement is based on merit.
o Nothing is impossible if we all work together.
o We are the best intelligence organization in the world.
o We are dedicated to preserve the best of traditional American values.
o The Agency is an American institution serving a dynamic and diverse
society and we, as its employees, must strive for excellence,
diversity, flexibility and versatility to anticipate the intelligence
needs of this country today and in the future.
STAT
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STAT
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The primary goal of the Central Intelligence Agency is information
gathering and analysis with the objective of providing timely and
accurate intelligence assessments to policy makers on all matters that
affect the National Security of the United States. History shows clearly
that for our form of government to survive, our leaders must have
comprehensive up-to-date factual information that will enable them to
act responsibly in defending and preserving what we have come to know
and cherish as the American way of life. Unlike private corporations
or most other government agencies, the Central Intelligence Agency
does not, indeed cannot, seek. public acclaim or recognition for its
contributions and successes: It follows then that men and women who
seek careers in the Agency bring a certain unselfishness, an uncommon
quality in human character. It is this thread of uncommon quality
that forms the foundation for the organization; one that is built upon
total commitment to preserving our freedom for now and succeeding
generations.
To be successful, the Agency strives to provide an environment
that is rich in opportunity through assignments, travel and training
for personal and professional development for those who seek to grow.
Recognition for individual achievement comes in the form of more
challenging and demanding roles. As the clock never stops ticking, so
we are confronted with change and growing challenges. These we meet
with firm resolve, certitude and professional discipline. The organization
seeks to grow and renew itself through:
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-- Use of highly selective employment practices;
-- Increasing the standards for employee performance;
-- Recognition of outstanding individual and collective per-
formances;
-- Taking full advantage of new technologies that improve the
efficiency of the organization;
-- Strict adherence to laws governing the intelligence gathering
agencies; and,.
-- Selecting and evaluating managers on their performance as'
motivators and achievers in meeting collective goals.
STAT
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In Peace There Is No Substitute
for Intelligence
The primary theme of the Central Intelligence Agency is knowledge. The
collection, analysis and dissemination of intelligence serves the larger
purpose of promoting sound public policy as determined by constitutionally
selected leaders. Their goals in turn are the preservation of our liberty and
our way of life.
CIA contributes to these goals by providing decision makers with pertinent,
accurate and timely information. As the rewards for success are high, so the
consequences of failure are grave. There is no substitute for quality.
The collection of intelligence is an increasingly sophisticated, even
esoteric exercise requiring the very highest of vigorous and disciplined cogita-
tion. At the same time it can require vibrant interpersonal relationships and
extraordinary human courage. The analysis of intelligence requires acute
intellectual skills and a broad background of knowledge in order to discern
the pertinent from the impertinent and to do so in frequently short or even non-
existant timeframes. And all is for naught if those who must use this information
to make decisions cannot get it in a usable form and in a timely fashion.
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For CIA to achieve these goals requires a unique and special dedication.
The part played by each one of us must be seen in relation to these goals and
their purpose in preserving those ideals expressed in our nation's founding
documents. Our consumers are our nation's leaders at the very highest levels.
Our goal is their goal--to understand and appreciate those forces in the world
that threaten our liberties and to understand that
G~)OALS
PERFORMANCE
PEOPLE
the truth shall make you free."
To preserve, protect, and promote
democratic principles of the United
States and the Free World by provid-
ing US policymakers with accurate,
timely, and objective intelligence.
To reach our goals, we pledge to
perform our duties at the highest
level of professionalism and to
the utmost of our abilities.
The greatest resource of this Agency
is its people. Our dedication and
loyalty, intelligence and imagination,
high standards of ethics and integrity
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are attributes which ensure su
in achieving the goals and hig
of performance that we have es
for ourselves.
Our management style is dedica
to fostering increased knowled
and personal growth through tr
and assignments.
Quality product
High level of performance
High level of integrity
Freedom to think
to question
to grow
to improve
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h level
tablished
ted
ge
aining
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GENERAL PURPOSE
Overall Goal -- Provide top quality finished intelligence for U.S. policy-makers
and the protection of our national security interests world-wide
within the confines of sound ehtics and moral conduct.
Sub-Goals: ?Empl,by,and retan?highly qualified, enthusi.astic'peop]'e'. and provide
them with training, equipment and other resources necessary to
produce high quality intelligence.
Stimulate and encourage creativity and innovation in employees.
Develop in employees pride and loyalty in the organization and a
commitment to honesty and integrity.
Mindful of our responsibility to U.S. Citizens and
convey a positive image.to the greatest extent. possible.
Maintain and improve our reputation by producing an objective,
high quality intelligence product and service.
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Value of the Agency
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1. Dedication to the production of high quality intelligence information
and service.
2. Commitment to the development of human resources.
3. High integrity and -ethical conduct
4. Belief in democracy throughout the world
5. Commitment to the development and use of advanced technology
ATTRIBUTES OF THE PEOPLE
1. In general, it was agreed that Agency employees are intelligent, dedicated,
hard-working and enthusiastic.
2. They strive for professionalism and perfection in their work.
3. They seek challenge and meet those challenges through self-improvement.
4. They are flexible and able to adapt to the stress and frustradons..
of working in a time-sensitive environment.
5. They seek satisfaction through Agency employment and generally disregard
professional recognition and to a lesser extent material reward.
6. They tend to be dynamic and forward-leaning individuals.
STAT
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Values of the Agency
1. Belief in democracy and a freeworld
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Statement of Goals, Principles and Standards for CIA
Purpose. To provide intelligence and related services which are of the
highest quality, characterized by excellence, thoroughness, accuracy, and
timeliness. Our purpose is to be worthy of the great country we serve.
Ethics. Perform the duties of our service in accordance with the letter
and spirt of the law, as derived from the Constitution. Propriety, common
sense and good judgment are elements of our standard of ethics. The
traditional work ethic of America -- a dedication to doing large and small
jobs well -- is an important element of the Agency's standard of ethics. A
combination of the best of traditional American values -- our great historic
heritage -- with the best of contemporary values -- ensures our relevance to
the society we live in, and sets an ethical standard which permeates our work
and daily lives, and attracts the best that Amnerica has to offer as members
of our service.
Leadership. This is the quality of inspiring in others a desire to strive
for excellence, instilling in others an enthusiasm for what we do, a
willingness to make the necessary sacrifices, and a pride in membership in the
Agency.
Mana ement. The Agency strives, through its managers and the organization
within which they work, to promote sensible and judicious use of personnel and
other resources in accomplishing of our mission. Good management ensures
emphasis on innovation, creativity, decisiveness, and drive. It also eschews
favoritism, rewards excellence of performance at all levels, and requires the
courage to protect the Agency's intelligence product from political or other
bias. Good management also demands a proper balance between youth as the
heirs of the future and age as the embodiment of experience and continuity.
Good managers should be people who have established themselves as people of
substantive accomplishment in their own right.
People. The Agency population is a reflection of the standards and the
goals of our service. High standards in personal terms and professional
performance have been and must continue to be our hallmark.
Diversity and the Future. The Agency, as a distinctively American
institution, serves a dynamic and diverse society. We must, therefore, as an
important goal strive for sufficient diversity, flexibility, and versatility
in the Agency population that we can anticipate the intelligence needs of the
future and plan accordingly.
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?
?
-- be flexible and possess a "surge capability" to change course
as events warrant.
-- stay constantly in tune with the requirements of those whom
we support.
-- utilize the most current and effective technologies, while
simultaneously pursuing technological advances.
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13 February 1984
SUBJECT . Statement of Purpose and Objectives of the Agency
Purpose
The Agency is responsible for protecting the national interest and
the national security by:
-- conducting special foreign policy-related activities that are
approved by the President and by Congress
-- storing, sifting, analyzing and presenting to US policymakers
that critical bit of information known as intelligence in an
effort to aid them in their decisionmaking.
Principles and Objectives
The principles and objectives of the Agency are embodied in the basic
beliefs of each of its employees. This Agency will:
-- operate within the laws of the United States, and its
employees will maintain impeccable standards of integrity,
legality and respect for the rights of all US citizens.
-- remain aware that it is doing vitally important work and
pursue excellence in all of its activities by consistently
carrying out its mission with the utmost professionalism,
dedication and objectivity.
STAT
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SUBJECT: Statement of Purpose and Objectives of the Agency
Agency Employees
People are the Agency's most important resource. Employees are
carefully selected for their qualities, such as honesty, integrity,
intelligence, and enthusiasm. Once they are on board they are expected
to be dedicated, loyal, flexible, questioning, innovative,
self-sacrificing and willing to take reasonable risks.
Agency Managers
Managers are selected because of their dedication to excellence and
for their ability to work toward the fulfillment of the Agency's objec-
tives through effective utilization and motivation of people. They lead
and encourage subordinates by setting positive examples and assist them
in reaching their full potential by providing them with relevant
training, travel and challenging assignments. They nurture initiative
and creativity by allowing the individual great latitude in approaches to
attaining well-defined objectives, while requiring efficiency, account-
ability and results at all levels. They encourage and reward employees
for increasing their expertise and for demonstrating far-sightedness.
Agency managers promote teamwork and foster the "one Agency" concept by
ensuring that intra-Agency barriers, duplicative effort or unhealthy
competition do not exist.
STAT
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?
9 February 1984
STATEMENT OF OBJECTIVES AND GOALS
?
Our objective is to help preserve the national security, always
keeping in mind that our ultimate loyalty and accountability are to the
American people. Our primary role is to collect, analyze, and produce
accurate, relevant, and timely intelligence for the nation's policy-
makers. In the process, we will strive to maintain strict objectivity
and to adhere to a standard of conduct that is consistent with American
law and ethical values.
In support of our goal, we will:
-- Hire talented and well-educated people who are also innovative,
flexible, and willing to make personal sacrifices for the sake
of the common goals.
-- Train those people adequately and provide them with challenging
assignments, maximum opportunity for growth, and salaries that
are commensurate with their contributions.
-- Recognize loyalty, dedication, individual achievement, and the
value of expertise.
-- Develop skilled managers who are committed to excellence and
who maintain close contact with our customers to ensure the
utility of our support. These managers realize the importance
of their employees; they strive to motivate them, recognize
their potential, stimulate creativity, encourage risk taking,
and foster maximum communication among employees and between
Agency components.
-- Strive for excellence in all that we do, encouraging
innovation, diverse ideas, and flexibility in adapting to both
the changing world situation and advances in technology; in so
doing, be the best intelligence service in the world.
STAT
?
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?
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CREDO
Our objective is to help preserve the national security,
always keeping in mind that our ultimate loyalty and account-
ability are to the American people. Our primary role is to
collect, analyze, and produce accurate, relevant, and timely
intelligence for the nation's policymakers. In the process,
we will strive to maintain strict objectivity and to adhere
to a standard of conduct that is consistent with American law
and ethical values.
In support of our goal, we will:
?
-- Hire talented and well-educated people who
are also innovative, flexible, and willing
to make personal sacrifices for the sake of
the common goals.
-- Train those people adequately and provide
them with challenging assignments, maximum
opportunity for growth, and salaries that
are commensurate with their contributions.
-- Recognize loyalty, dedication, individual
achievement, and the value of expertise.
-- Develop skilled managers who motivate and
recognize the potential of their employees,
stimulate creativity, encourage risk taking,
foster maximum communication among em-
ployees and between Agency components, and
streamline bureaucratic routine.
?
-- Strive for excellence in all that we do,
encouraging innovation, diverse ideas, and
flexibility in adapting to both the chang-
ing world situation and advances in tech-
nology; in so doing, be the best intelli-
gence service in the world:-")
STAT
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8 February 1984
?
SUBJECT : Statement of Purpose for the Agency
The following represents the collective opinion of (personnel
of what the purpose and principles of the Central Intelligence" Agency should
be:
PURPOSE AND PRINCIPLES OF THE CIA
STAT
PURPOSE
To provide the most accurate, timely, and objective intelligence analysis,
assessments, and support to US policymakers who must make decisions
affecting national security.
PRINCIPLES
The principles of the Agency are embodied in the basic beliefs of each of
its employees--the organization's most valuable asset. Therefore the Agency
will:
? -Operate within the laws of the United States and maintain respect
for all US citizens' rights.
-Conduct business in such a way that the US public has pride and
confidence in the Agency.
-Expect employees to conduct themselves in an exemplary manner in
both their professional and personal lives.
-Provide a climate where creativity, initiative, and quality
performance can blossom.
-Foster the conviction that we are doing vitally important
work and that we will carry out our mission with the utmost
professionalism, dedication, and objectivity.
?
-Maintain quality of product as more important than quantity.
-Insure that minority analytical conclusions are presented to the
pol i cymakers.
MEANS OF ACHIEVEMENT
In order to achieve its purpose within the bounds of its principles, the
Agency must encourage an environment of excellence. It must also develop
STAT
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SUBJECT: Statement of Purpose for the Agency
a can-do atmosphere, foster leadership and innovation at all levels,
initiate and not simply react, remain flexible and change course as
events warrant, meet deadlines, take practical risks, and be able to
absorb failure.
Specifically the Agency must:
-Recruit and train personnel with intelligence, creativity, drive,
and dedication to perform its analytical, operational, technical,
and support functions.
-Encourage and reward employees for exercising expertise, flexibility
and farsightedness.
-Foster inter-agency and inter-office cooperation, communication, and
coordination in order to eliminate duplication of effort and to stop
turf wars.
-Remain on the leading edge of technological advancement and make use
of state of the art equipment in accomplishing Agency mission.
-Cultivate a style of leadership that is receptive to individual
initiative, and creativity, as well as responsible dissent.
?
Agency managers should:
-Lead and encourage subordinates by setting positive examples; be
risk-takers.
-Facilitate movement of Agency projects through the chain of command,
supporting employees when setbacks and problems are encountered.
-Allow space in the Agency for a few "wild ducks"; not be afraid
of occasional failures.
Agency Employees should:
-Believe in what we are doing and be proud of their Agency
affiliation.
-Take the initiative to achieve a high level of excellence in the job
and in themselves; be self-starters; initiate personal improvements
in skills and knowledge.
-Create, innovate, and make suggestions.
Agency managers and employees collectively should have:
Confidence in our ability to fulfill the Agency's purpose
Integrity in the way we do our business.
Allegiance to the Agency, the President, and the American people.
STAT
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7 February 1984
TO
FROM
SUBJECT: Agency Statement of Purpose
Agency Objective
To provide the most accurate, timely and unbiased assessments
and analysis of political, economic, scientific and military
trends and developments to the US policymakers. This is done
to support these policymakers to better protect and enhance
freedom and the way of life for US citizens.
Agency Principles
Perform in such a way that the US public has pride and
confidence in the Agency.
Maintain quality of Agency product as more important than
quantity.
Make use of attributes of Japanese-style participatory
management.
Stimulate and encourage imaginative approach to the
accomplishment of the intelligence job.
Present analytical conclusions in such a way that allows for
credible minority views.
Establish high ideals for employees' public and private lives.
Promote world peace through integrity of product and basic
moral responsibility.
Conduct Agency business within the law, and respect all US
citizens' civil rights.
Carry out any President's objectives with the same degree of
professionalism, dedication, and objectivity.
Control size of Agency so that we do not become unwieldy and
out of touch with ourselves.
STAT
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? SUBJECT: Agency Statement of Purpose (cont.)
Means of Achieving the Above
Encourage and reward (both with dollars and recognition)
employees for expertise well used, growth, flexibility, and
farsightedness.
Provide for an efficient, innovative, semi-autonomous
management structure, being careful not to become top heavy.
Reward creative risk-taking and do not penalize when the
outcome is negative.
Build in the ability to initiate, evaluate and, if necessary,
terminate intelligence projects.
Encourage inter-office cooperation, communication and
coordination--and by doing so, stop turf wars.
Make use of the employees' area of expertise; flexibility and
movement within logical bounds.
Encourage managers who are risk-takers and don't stifle
initiative.
Infuse Agency with fresh managerial talent from the outside,
and promote from within to the managerial ranks only after
management aptitude has been proven.
Allow space in the Agency for a few "wild ducks."
Make use of state of art equipment in accomplishing Agency
objectives.
Maintain the ability to react quickly to new intelligence
needs.
Encourage good and bad feedback from above on product and
performance.
STAT
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TO
?
FROM
3 February 1984
SUBJECT: A Statement of Purpose of the Central Intelligence
Agency
The Agency will provide the most accurate, timely, and
objective intelligence analysis and assessments to US
policymakers whose decisions on national security issues are
dependent on the highest quality intelligence product. The
organization will seek out the highest caliber personnel and
technology to accomplish this objective.
The principles of the Agency are embodied in the basic beliefs of
each of its employees--the organization's most valuable asset. The
organization will:
---operate within the laws of the United States in achieving
its goal.
? ---operate on the commonly held belief that what we its employees
are doing is vitally important and that we will constantly do
the very best job possible.
---be a mirror image of its employees who will conduct themselves in
an exemplary manner in both their professional and personal lives.
---promote a public image of itself as a responsible agency vital to
US interests at home and overseas.
---encourage creativity, initiative, quality of performance,
flexibility, and commitment.
OUR MEANS OF ACHIEVEMENT
In order to achieve its goals and apply its principles, the Agency
must encourage an environment of excellence. It must develop a
can-do quality atmosphere, foster leadership and innovation at all
levels, initiate and not simply react, remain flexible and change
course as events warrant, meet deadlines, take practical risks and
be able to absorb failure.
The organization itself must:
---recruit and retain personnel with intelligence, creativity,
? drive, and dedication to perform its analytical, operational,
technical, and support functions.
STAT
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? ---look to the rank and file as the root source of quality
performance. Within the group, encourage initiative, support
self-starters, recognize the importance of all types of
employees, provide opportunities for advancement, and
recognize and reward achievement.
---improve the quality of personnel skills and develop new skills in
all personnel. Enhance internal and foster external training to
improve performance.
---develop and maintain good relations with the rest of the
intelligence community, establish intra- and inter-agency
requirements and priorities to eliminate duplication of effort,
and open and maintain channels of communication.
---remain on the leading edge of technological advancements and
make use of state of the art equipment, and improve methods
of developing or acquiring even more advanced technological
equipment to analyze information.
Agency managers must:
---lead and encourage subordinates by setting examples. Take
risks, don't plod. Be innovative, not totally reactive. Remain
aware of the state of morale and work constantly to improve it.
---instill in employees a sense of purpose and a confidence in their
abilities. Give employees the freedom and responsibility to work
toward stated goals in a manner best suited to the employee. .
---recognize and develop talent and place employees in assignments
to fully utilize or further expand their latent capabilities.
---facilitate movement of Agency projects through the chain of
command, supporting subordinates when setbacks and problems are
encountered along the way.
It is incumbent upon employees to:
---take the initiative to achieve a high level of excellence in
their jobs and in themselves. Be self-starters. Self-initiate
personal improvements in your skills and knowledge.
---create, innovate, make suggestions, exhibit drive, set goals and
meet them, develop a sense of purpose and commitment to the
organization.
STAT
?
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7 February 1984
SUBJECT . Synthesis of Division Discussions of Agency Goals
and Standards
1. (proposes the following as goals and
standards for CIA:
'Collect and produce accurate, timely, complete, and
relevant intelligence.
'Stimulate creativity, innovation, flexibility, and a
can-do spirit at all levels.
?Maintain impeccable standards of integrity, legality,
political impartiality, and dedication.
?Plan ahead and consider all possible contingencies.
'Acquire or develop new technologies that improve Agency
efficiency and effectiveness.
?Hire the nation's best and brightest and create a work
environment with challenges and opportunity for
personal growth.
2. In comparing our goals with those of the DCI we did not
find that our philosophies differed significantly. We believe,
however, that a bulletized style such as that in the Boeing handout,
is more effective. At a minimum we would make the following changes
to the DCI's draft:
?Under PURPOSE, change the first line to read "to
provide accurate, comprehensive foreign intelligence
support---"
?Modify the second sentence under ORGANIZATION to say,
"Each element will deal with other elements in a manner
that promotes the goal of excellence in intelligence.
?
STAT
STAT
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?
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SUBJECT: Synthesis of Division Discussions of Agency Goals and
Standards
?Delete the first three sentences of MEASURE OF RESULTS.
Start the remainder with "The Agency's success is
measured by the satisfaction of its customers with the
value, impartiality, relevance---"
o In the last line under STANDARDS delete the
reference to "... recognition as the best intelligence
service." If we exemplify the other standards, we
should perform at our best. We should not require
external recognition to continue to exemplify our
highest standards.
STAT
Attachments:
Branch contributions on
subject
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?
27 January 1984
STATEMENT OF GOALS, PRINCIPLES, AND STAT
STANDARDS FOR CIA EMPLOYEES AND MANAGERS
For All Employees:
1. In our analysis and production, to strive for the highest
standards of intellectual rigor in the world, while at the
same time meeting every demand for timeliness required for
the day-to-day execution of US foreign policy.
2. To strive for perfection in those jobs where it can be
measurably achieved.
3. When dealing with colleagues from other Agency and
Community offices, to be motivated solely by the goal of
efficiently collecting, analyzing, and producing the
highest quality intelligence possible.
4. To maintain impeccable standards of legality, honesty, and
moral integrity in every aspect of our professional and
personal lives.
5. To recognize that this Agency's role in the US Government
is uniquely critical to the security of the United States
and requires the highest standards of professional
dedication of each and every employee.
6. To serve each President with wholehearted apolitical
loyalty.
For Agency Managers:
1. To nurture substantive expertise among analysts and
recognize it as a fragile, expensive, and highly valuable
resource on which the quality of Agency intelligence
production ultimately rests.
2. To promote the professional and personal growth of Agency
employees to the extent that resources permit, while
retaining the Agency's collective expertise.
3. To recognize that the lifeblood of this Agency is its
employees at all levels, to treat employees with honesty
(from the initial phases of hiring through retirement), to
encourage them to express their concerns, and to act
vigorously to address those concerns.
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27 January 1984
employees suggest the following
revisions to Mr. Casey's list:
Organization
We suggest the following revised wording: "The CIA
comprises elements that are critically dependent on one another
to support their individual and joint activities. Each element
respects the responsibilities of each other element and will
deal with any other relevant element with the sole goal of
promoting the efficient collection, analysis, and production of
the highest quality intelligence possible."
Measure of Results
Delete the first three sentences. Start remainder with
"The Agency's success is measured by the satisfaction of its
customers with the value..."
Standards
? Delete last line. If we attend to all the foregoing points
we should be unconcerned with how we compare with or are
regarded by other intelligence services in the world.
STAT
STAT
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? MEMORANDUM FOR:
FROM
SUBJECT
?
1. ~ members devised the following list of goals,
principles and standards for CIA:
?Produce accurate, timely, complete, objective, forward-
leaning intelligence that is relevant to the
geopolitical interests of the United States.
?Strive to search for new perspectives on old problems--
substantive, administrative and personnel-related.
?Maintain a dynamic dialogue with the users of intelli-
gence products.
?Encourage/reward innovation and risk-taking at all levels
?Ensure that the Agency population is made up of the best
and brightest of our citizens.
?Provide the highest quality response to every legitimate
question.
?Maintain a "can do" spirit--a commitment to excellence
at all levels.
?Maintain a challenging, stimulating and rewarding work
environment that will encourage long-term careers.
?Make maximum use of the education and experience of all
employees for the good of the entire Agency.
?Know when to say no; stay within the Agency's charter.
?Stay flexible.
'Use worse-case contingency planning in every important
Agency sector.
?Utilize/develop state of the art technologies to collect,
analyze and store data.
2. With regard to the DCI's draft statment we would suggest
that the first line under "Purpose" read "To provide accurate,
comprehensive foreign intelligence support"...
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STAT
STAT
STAT
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?
3 February 1984
PURPOSE (delete his, rewrite)
To be the best intelligence-gathering and analyzing organization in
the US Government in order to provide policymakers with relevant and
timely information. To be identified as the central data base for
intelligence within the intelligence community.
ORGANIZATION (delete his, rewrite)
Each Directorate and Office therein will work together to achieve
the stated purpose.
ETHICS (delete his, rewrite)
Employees must have integrity and be of the highest moral caliber;
they must perform with dedication and loyalty without regard to
personal political belief.
? PEOPLE (delete his, rewrite)
The human resources of the Agency will be recognized as a
professional elite, well trained in the variety of disciplines and
skills required in the intelligence profession.
MANAGEMENT (revised)
CIA's operating style is to foster initiatives and creativity by
allowing the individual great freedom of action to do the job for
which he/she was hired.
MEASURE OF RESULTS (delete his, rewrite)
As a service organization, our efforts can be measured by the demand
and respect by policymakers for our products and services, which
must be timely, accurate, and relevant.
STANDARDS (introduce with this sentence)
The CIA will be an organization committed to excellence and
innovation in its personnel, products, and technology.
?
STAT
STAT
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STAT
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Statement of CIA As Defined by
3 February 1984
Purpose of CIA
The purpose of the Central Intelligence Agency is to
provide the President of the United States, foreign policy
makers, and other authorized recipients with the best possible
foreign intelligence information. CIA is responsible for
collecting, storing, retrieving, and analyzing that foreign
information in a timely, truthful, useful, relevant, and
accurate manner, and for implementing special foreign policy
objectives as established by the President and his designated
representatives.
Personnel in CIA act within the context of the law as spec-
ified in the US Constitution, acts of Congress, judicial re-
view, executive orders of the President, and directives of
senior CIA officials. All actions are subject to review and
accountability.
?
Attributes of Employees
It is in the best interests of the Agency to hire, train,
and retain highly qualified employees. CIA personnel should be
intellectually honest, self-disciplined, trustworthy, inquisi-
tive, innovative, and flexible. Agency professionals should
not rely solely on conventional wisdom but should seek to be at
the cutting edge in their respective chosen fields. A mix of
personality types among employees is required.
Quality of Management
We need proper selection of managers in the Agency, to pro-
vide formal and on-the-job training to managers, and provide
the proper motivation, encourage creativity and independence.
We must allow employees to be honest without hurting their
careers.
We must set and prioritize challenging, understandable,
realistic, and precise goals. Performance must be acknowl-
edged. We must review the quality of the product and encourage
competing viewpoints. We must foster bureaucratic cooperation
and improve communications both within the Agency and between
the Agency and other components of the intelligence community.
?
STAT
STAT
STAT
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6 February 1984
Purpose
The "range of consumers" for the CIA product is not "broad" but
is fairly well specified, and is based upon the fact that CIA
is part of the Executive Branch and upon security restrictions
and the "need to know" principle. (CIA, for example, does not
work for the Washington Post. But we do provide "releasable"
information to them when it is in our interests to do so.)
Ethics
There are other legal aspects (such as acts of Congress, ju-
dicial review, executive orders of the President, and direc-
tives of senior CIA officials) that should be added to this
section. The DCI draft ignores the condition that may exist
when one "legal aspect" is in conflict with another regarding a
CIA action.
People
Please add that it is in the best interests of the Agency to
hire, train, and retain highly qualified employees. Acquired
skills through CIA employment are often skills unique to work-
ing in CIA, and skilled CIA personnel should not be forced to
move out of their area of expertise.
Standards
"Ethics and integrity of the highest order" is a subjective
phrase, causing the reader to ask, "Highest order according to
whom?" To become the "best intelligence service" is not a
standard towards which we should aspire, unless we are really
willing to compete and counter in the areas of black propa-
ganda, acquisition of information through violent and/or pain-
ful means, torture and murder to achieve policy goals, etc.
Also, "recognition" among the general public may not
necessarily be in the best interest of CIA.
?
It seems that the DCI's statement is geared towards the DDI (or
non DDO) segment of CIA. Ethics and personal action for head-
quarters-based personnel in the foreign intelligence evaluation
section may be quite different from those personnel serving in
foreign posts under cover and conducting deep, dangerous mis-
sions. For better or worse, the DDO is necessary in the real
world. Reasonable actions committed in the national interest STAT
(as directed by the President and his authorized representa-
tives) should be supported.
STAT
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STAT
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR THE CIA
STAT
This is what we seek to accomplish:
To collect and evaluate raw foreign intelligence from the widest variety
of sources; and
To produce and disseminate comprehensive, accurate and unbiased finished
intelligence in a timely manner to policymakers throughout the US Government.
This is how we propose to accomplish it:
We will acquire, develop and utilize the latest, most efficient technology
for the gathering and processing of information.
We will hire, train and challenge a wide variety of enthusiastic, flexible
and intelligent people.
We will select managers who actively lead their employees, who foster
creativity and initiative from all levels, who do not "play it safe," who
provide and expect good feedback and communication, and who recognize and
reward high quality performance.
0 We will think constantly about our customers and provide them with what
they want or need, rather than what we think they ought to want or need.
?
We will overcome the conservatism, ponderousness and inefficiency that can
afflict large organizations by encouraging risk-taking at middle and lower
levels, questioning conventional wisdom and eliminating unnecessary and
duplicative layers of review.
We will remain open to new ideas and stay in close contact with other
organizations--both in and out of government--that can teach us alternative
ways of approaching our jobs.
We will be serious students of international affairs--whatever our
function.
We will work closely together in a "family" atmosphere.
We will provide the best resources to our people.
We will nurture the feeling that the CIA is a unique organization, staffed
by unique men and women.
This is what we believe:
We have outstanding integrity and high ethical standards.
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Statement of Goals, Principles and Standards for the CIA, continued
We are patriotic, in the sense that we are devoted to protecting the
national security interests of this country.
Nothing is impossible.
We do not compromise on matters affecting the quality of our product.
Change is inevitable.
We are all professionals.
We go the extra mile.
Advancement is based on merit.
We work in the world's best intelligence organization and in the best US
Government agency.
STAT
?
0
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Prepared by STAT
Provide consumers with the most timely and highest quality intelligence products
possible; perform covert activity and other intelligence support activities in
accordance with the law, congressional guidelines, and ethical standards.
?
?
- Keep abreast of international developments; maintain worldwide presence;
exploit all sources of information on current events.
- Anticipate activities in order to prepare for them; sharpen predictive
capabilities; initiate planning at lowest levels; maximize utilization
of technical collections.
- Take immediate action in response to developments; develop network of comm-
unications and resources to address situations developing around the world.
- Encourage creative and innovative approaches to the intelligence process;
take risks where called for; allow mistakes to be made.
- Take the initiative to present new approaches or products to the policy-
makers.
- Exploit, research, and/or further technological developments that have the
potential of improving support for national intelligence.
- Be a good neighbor in the Intelligence Community and foster cooperation
by assisting other agencies in achieving common goals.
- Recruit and hire people of strong character and high intelligence.
- Provide a working environment that encourages innovation, and creat-
ivity. Permit the development of individuality when such contributes
to organization goals.
- Promote a "family" atmosphere within the organization which
encourages mutual assistance, interdependancy, and teamwork.
- Encourage the free exchange of ideas and healthy criticism without fear
of retaliation and without extensive bureaucratic controls.
- Provide for a comprehensive education/training program to sharpen skills,
expand background, learn related topics, or provide incentives.
UNCLASSIFIED
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?
?
- Foster the concept of leadership among all Agency personnel
- Recognize that people are our most important resource.
- Make a commitment to excellence, strive for perfection. Nothing is
impossible.
- Be flexible: willing to change or accept change -- and change again.
- Be professional in every way.
- Go the extra mile
- Think, think, think.
STAT
UNCLASSIFIED
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: 7 . I M IG'ILW1,71 VI UUULVI I'Vt-0 n1UU I I '.,AI I..I.J
Prepared By:
STATEMENTS TO IMPROVE AGENCY PERFORMANCE
1 FEB 1984
STAT
JOB INDOCTRINATION
o A complete overview of the job, with an emphasis on its' importance
to the Agency's mission.
o Take the extra step to provide service for our customers.
TRAINING
o Provide sufficient training opportunities for employees to better
equip them to perform their tasks and improve chances of career
advancement.
o In-depth, on-the-job training, with emphasis being placed on the
development of good work habits.
?
SECURITY
o A renewed emphasis on the importance of good security habits.
o High government officials don't appear to be under the same
security rules we have to follow.
ADVANCEMENT
o Promote through ranks - place less emphasis on college degrees when
a good, strong, on-the-job background is all that is required to
do the job.
o Standardize grade promotion practices between directorates and other
government agencies.
o Agency advocates promotion from within, but it doesn't appear to
always be followed. (Cross-train to see if talent for in-house
jobs is here - rotation might be good).
EFFECTIVE LEADERSHIP
o Managers/supervisors should set the example with good work habits.
o Achieve and maintain excellent quality of management.
o Improve quality of management training at entry and middle levels.
o Develop a means to quickly remove bad managers, once identified,
and follow through.
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? COMMUNICATION
o Good communication at all levels, both ways.
WORK ENVIRONMENT
o Provide good working conditions for employees.
o Keep family atmosphere within branches, but allow individuals
to do their own thing.
SET UP AGENCY POOL (Personnel)
o During which time the prospective employee could be trained and
motivated towards the Agency beliefs. Example: Teach telephone
etiquette, good work habits, good security habits. Indoctrinate new
employees on the Agency's past history, why there is an Agency, and
also point out its' past accomplishments and its' future role in the
free world. Also, the employee would be working for a salary and
not waiting at home for 6-8 months for his or her security clearance.
BENEFITS
M o Point out all Agency benefits to new or prospective employees.
SUMMARY
Before the goal of the Agency can be met, that of the individual
directorates, offices, divisions, and branches must be met successfully.
STAT
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JIHItMtIVI UI- UbULLI1VtJ ANU f KlI'4L1VLtJ
Prepared By:
STAT
A?
?
General Goals
Strive to define and be responsive to the needs of
national security and the best interests of the country.
Strive to produce superior intelligence products to
serve as key elements in high-level national decisionmaking.
Cultivate the best possible image of the country and the
Agency at home and abroad through responsible utilization of
material and ideological resources.
Recognize that people are our most valuable resource.
Leadership
Develop leaders as well as managers.
Encourage and support close contact with academia and
the private economic sector that will broaden our world view
and prevent institutional ossification and bureaucratism.
Be flexible when encountering new situations.
Be prepared to change perspective and retrain?in the
face of rapid technological advance and fast-changing world
conditions.
Encourage the free exchange of ideas and the attitude to
"dare to'be different."
Encourage healthy criticism without fear of retaliation.
Encourage and support innovative and imaginative
thinking without strict bureaucratic controls and extensive
hierarchical reviews.
Be willing to delegate authority and encourage the
assumption of greater responsibilities at lower levels.
Expect and allow mistakes to be made, learn from them
and use them to the Agency's and individual's advantage.
Foster the belief that "nothing is impossible."
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?
Personnel
Recruit,train and retain the best qualified people.
Recognize the humanness of all employees.
Strive to develop the most desirable working
environment.
Promote based on objective criteria.
Develop and maintain a solid belief in the talents and
abilities of all employees.
Allow individuals to develop through exposure to broad
experiences and formal training opportunities.
Identify employee strengths and areas of potential
growth to place employees in positions that most benefit the
Agency and the individual.
Develop career opportunities so that individuals need
not be managers to. rise through the ranks, particularly if
their talents lie in fields other than management.
Institute generous material benefits and programs that
recognize the value of lengthy and dedicated service.
Communications
Develop formal and informal lines of communications that
cut across the bureaucratic hierarchy.
Encourage vertical, horizontal and diagonal
communications.
STAT
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STATEMENT OF OBJECTIVES AND PRINCIPLES
Prepared by:
STAT
Statement of Goals, Principles and Standards STAT
?
?
Purpose:
To obtain and retain.highly motivated. employees.
To promote inter-agency harmony.
To maintain employees' knowledge of "State-of-the-Art" technologies.
To ssek out and destroy any anti-American factions.
To plan for tomorrows needs today. (avoid obsolesence)
To react in the r~iost timely fashion to meet the needs of our users.
To maintain quality even though the need is urgent.
To dedicate our time and talents to a situation even if the end is not in sight.
To provide for our users, informational-'.systems that provide them with timely support.
To maintaih.and support our systems to the ever changing needs of our users.
To maintain an "open door policy"
To set our standards high; to produce the best product possible.
To make every assignment a challenge, enhancing individual skills and tolstimulate
To instill in each individual a sense of pride in the fact that they are the outstand-
ing few with the honesty and integrity to work for the CIA.
To set and, maintain a creative and productive environment.
To provide each individual the maximum opportunity for growth through training and
varied job assignments.
To promote and compensate employees fairly and in a timely manner.
To provide consumers with timely, highest quality, factual intelligence.
individual creativity.
Ethics:
People at every level must understand and adhere to the laws and principles that
govern our country and organization. Every member must be made aware that anything
else is unacceptable.
Measure of Results:
.The success of our work is determined by how well we meet and anticipate our
customers needs. Analytical skills, logical thinking and inovation are required
at every level to accomplish this task.
Management:
The Agency requires that principled, high quality management be styled to foster
creativity and promote initiative. This style of management must be highly defined
and yet be flexible enough to permit the objectives of the organization to be met.
Employees:
The basic unit of the Agency is the unique individuals. that are chosen to blend
together to yield a powerful but-simple product. of fact. Encouragement of these
individuals must be accomplished through many avenues; allowing upgrading of skills
and capabilities through continued training, building and maintenance of espri de corps
by generating continued enthusiasm at all levels, and emphasizing the importance
of indivdual contributions.
STAT
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?
Statement of Goals, Principles and Standards for CIA
Purpose
To collect, analyze and present information to policymakers in an
accurate, timely and objective manner to allow them to respond to issues
concerning our national security. Our primary aim is to be the best
intelligence service in the world.
Goals
Maintain the credibility of and the respect for the CIA by continuing to
work within the framework of the laws governing the activities of the Agency.
Work together as one Agency, with common goals, in cooperation with the
Intelligence Community.
? Provide the best customer service possible.
Provide the best protection of our sources and methods.
Recruit, quickly process, develop and retain highly qualified employees
capable of carrying out the Agency's mission.
Encourage employees to use initiative and take risks; recognize and reward
quality performance.
Develop, train, educate and provide advancement opportunities to employees
and promote from within; provide rotational assignments within the Agency and
the Community.
Instruct new employees on the established goals of the Agency and explain
how their job assignment supports, directly or indirectly, these goals.
Preserve that special sense of uniqueness and dedication that caused many of
us to seek out employment with this Agency.
Ensure that our managers are the best: able to lead, motivate and
generate enthusiasm, take risks, make decisions, promote innovativeness and
creativity, and communicate with their employees.
?
STAT
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?
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Provide an environment within the Agency which allows personnel to perform
at their best -- this means the physical environment must be aesthetically
pleasing and include the best technology available to allow the job to be done
in an optimum manner.
Refuse to be insular in our thinking; develop and maintain contacts with
non-government sources.
Provide an atmosphere which allows and encourages interchange and free
communication among all individuals in the Agency.
Create a comfortable atmosphere that is conducive to communication between
managers and employees; encourage positive as well as negative feedback.
STAT
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, caC in 3p1. r
AD IN STRAIdpi?E U1
?
STATEMENT OF GOAL AND STANDARDS FOR CIA
To provide the most effective intelligence support to the
President, Cabinet, Agency analysts, and Intelligence Community
officers.
Standards
To affect our goal, certain standards should be met and principles
adhered to:
---Recruit, hire and develop the most highly qualified personnel
with the least amount of delay;
---Provide motivation. to employees in the form of appropriate pay
? scales, reward systems, educational opportunities, etc;
---Provide rotational assignments within the Agency and the Intelligence
Community to broaden analysts experience;
---Create an environment in which employees are encouraged to be
creative, take initiative and be free to take risks and make mistakes;
---Create a comfortable environment which is condusive to communication
between managers and employees; encourage positive as well as negative
feedback;
---Provide feedback to employees on the impact their contribution makes
to the Agency; keep employees informed regarding Agency operations;
---Provide a positive, pleasant work area for employees;
?
STAT
~.. f yr lr;
ADMINISTRATIVE .~R pX;A:, r,..
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ADMINISTRATIVE INTERNAL. iSE
---Provide an effective support system (i.e., Administrative staff) to
? further enhance employee satisfaction and maintain the logistical
requirements. necessary for effective daily operations;
---Maintain a high level of security awareness both in-house and against
opposition attempts to penetrate the-Agency.
Beliefs
CIA personnel have a special responsibility to exercise strong
personal values, extra levels of security conciousness and the strength
of conviction to express their views.
Each CIA employee has the capacity to do more and is willing to
extend himself to complete a given assignment.
?
STAT
is
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
STAT
?
Mission. To collect, evaluate, produce and disseminate comprehensive,
accurate and unbiased intelligence in a timely manner to support policy
makers involved with the protection of national security. In
accomplishing this mission, we must seek to fulfill our role as the
Central Intelligence Agency, performing services of common concern for the
Intelligence Community (IC) and cooperating with the various IC agencies.
Beliefs.
1. We are a nonpartisan organization, committed to independent,
unbiased and objective thinking.
2. We have outstanding ethics and integrity.
3. We are patriotic in the sense that we are devoted to protecting
the national security interests of this country.
4. We are dedicated and committed to:
--innovation, change and technological advancement
--sound, unbiased analysis
--a quest for knowledge
--the protection of our sources and methods in order to
inspire the trust and confidence of those willing to
share information with us
5. We recognize people as our greatest asset. In order to create job
satisfaction for our employees we:
--foster the development of individuals through career
planning and training
--recognize and reward quality performance
--make the best use of our people, delegating tasks with an
eye not only towards the product, but also to the develop-
ment of the individual
--provide opportunities for our people to grow within their
fields of specialization without having to become managers
6. We are unique and must work to preserve that special sense of
? uniqueness that caused many of us to seek out employment with this Agency.
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?
Objectives.
The primary objective of this Agency is to be recognized as the best
intelligence service in the world. In so doing we must meet the following
demands.
--provide the best customer service possible, monitoring
the reactions of our consumers and the public to our
products and activities and evaluating and learning from
our mistakes
?
--stimulate innovativeness and creativity and, therefore
provide a support mechanism for failure
--recruit, develop and retain the best people
--develop and maintain communications and cooperation within
the Agency and the Intelligence Community
--provide the best protection of our sources and methods
--provide the best resources to our people, to include a
comfortable working environment
--ensure that our managers are the best: able to lead,
motivate and generate enthusiasm, take risks, make
decisions, promote innovativeness and creativity and
communicate with their employees
--work within, but not he limited by, the "bureaucracy"
--preserve the uniqueness of the Agency ensuring that
employees are aware of the Agency's history and mission
--refuse to be insular in our thinking; develop and maintain
contacts with outside (non-government) sources
--foster a sense of community among our employees STAT
?
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Statement of Goals, Principles and Standards for CIA
STAT
Purpose
To collect, analyze and present information to policymakers in an
accurate, timely and objective manner to allow them to respond to issues
concerning our national security. Aim high; do not settle for second best.
Goals
Maintain the credibility of and the respect for the CIA by continuing to
work within the framework of the laws governing the activities of the Agency.
Work together as one Agency with common goals, not as four disparate
directorates.
Seek and recruit highly qualified employees capable of carrying out the
Agency's mission.
Encourage employees to use initiative and take risks.
Develop, train, educate and provide advancement opportunities to employees
and promote from within whenever possible.
Focus on ways to recognize and reward those employees who are making a
solid contribution to the Agency in their respective jobs but who may have
limited prospects for promotion.
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Instruct new employees on the established goals of the Agency and explain
how their job assignment supports, directly or indirectly, these goals.
Provide an environment within the Agency which allows personnel to perform
at their best--this means the physical environment must be aesthetically
pleasing and include the best technology available to allow the job to be done
in an optimum manner.
Provide an atmosphere which allows and encourages interchange and free
communication among all individuals in the Agency.
STAT
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STATEMENT OF IiISTITUTIOUAL VALUES
8 February 1904
ANN
Provide US decision-makers with the facts and estimates necessary to
formulate foreign policy.
GOALS
1. Maintain a proficient intelligence system comprised of interrelated
units working toward common goals which are compatible with and reflect the
organization's mission.
STAT
2. Strive to increase the sophistication of our intelligence operation in
order to provide Agency customers with well developed and high quality
information products instrumental in countering accelerating crisis
developments in the world scene.
3. Nurture a more favorable and respectful attitude, by US officials and
citizens, toward intelligence information as an essential and irreplaceable
societal tool and also toward the Agency as society's institutionalized
intelligence information provider.
OBJECTIVES
Foster managerial leadership that is receptive to and capable of
pr 'ng Agency personnel with incentives for innovation.
2. Encourage and support the Agency's continuing development of a strong
corpus of applicable procedures, tools and techniques which will help provide
its personnel with increased professional status and respectability.
3. Encourage managers to emphasize the need for total personnel
participation in monitoring and improving the productivity and quality control
of all the Agency's services and products.
4. Promote investment of the necessary time and resources in training and
educational programs to enhance old and develop new professional skills and
competence of the Agency personnel.
5. Nurture an organizational environment which will be attractive to
persons who are dedicated, adaptable and forward looking. Actively recruit
staff who have the potential to make meaningful and measurable contributions
to the overall organizational performance.
6. Insist that Agency employees maintain an ethical consciousness that,
at a minimum, is consistent with the laws and regulations applicable to all US
citizens.
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STATEMENT OF INSTITUTIONAL VALUES
Continued
10. Emphasize the need for better mechanisms to obtain and diffuse
knowledge from external sources. Sponsor greater expenditure of time and
resources on internal communication among and interaction between employees.
.Undertake experimental approaches, utilizing a modular organization framework,
to problems and activities requiring expertise from employees with overlapping
interest and abilities.
SUCCESS
Determined by how well we meet the requirements of our customers and by a
sense of self-satisfaction that comes when we know we have performed at the
best of our ability.
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STAT
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MISSION
Provide US policymakers with the most current and precise intelligence
information so they may understand the changing international environment
and effectively deal with national security and welfare issues.
GOALS
Strive to increase the sophistication of our intelligence operation in
order to provide Agency customers with well developed and high quality
information products instrumental in countering accelerating crisis develop-
ments in the world scene.
Improve the awareness and understanding of the Agency's missions and goals
by the public, the media, and other government agencies.
Devise improved methods of guiding, training, and supporting other intel-
ligence and security services worldwide.
Continue to promote a commitment to Equal Employment Opportunity develop-
ment within the Agency.
OBJECTIVES
Communications: Loosen the lines of communication to flow not just
top to bottom, but across component lines. Don't "choke-off" effective com
munications by over-reliance on established, rigid systems.
Management: Involve all your resources (including employees) in problem
? solving/decision making to determine the best alternatives available.
Provide an atmosphere in which the individual is encouraged to use
his skills and capabilities to his fullest potential and to seek outside edu-
cation and training when needed to keep up With the latest technological
advances.
Innovation/Creativity - Support and 'encourage employee creativity
and responsibility to aid in the attainment of Agency goals. Management
needs to be more receptive to new ideas.
Allow employees independence and flexibility in performing their
jobs. Too much "management" can be self-defeating.
Organizational Development: Promote training and development of, employees
and encourage and assist the movement of individuals across component lines
in order to obtain the full use of skills and resources for the benefit of the
entire organization.
Individual: Respect for the integrity and dignity of each employee as
an individual, not based on grade or rank. Acknowledgement and feedback on
performance should occur more regularly than a mandatory periodic review.
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Performance Standards: Implement and utilize evaluation procedures which
recognize and reward those employees who design and promote new strategies,
systems and facilities which-reflect and cap italize'on the Agency's mission,
goals and objectives.
Security: Improve controls on dissemination of classified information
to unauthorized individuals, especially the media!!
"Can-do" Organization: Need to fight the tendency of a large organization
to get caught in procedures to the point where it is stifled. This is an
Intelligence Organization - not just an information-filing organization.
Need to foster sense of practicality and immediacy. Creativity
and imagination are vital - so involve all your resources (employees) in
solving problems!!! Don't forget, that's why we're here.
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6 February 1984
Statement of Goals, Principles and Standards
STAT
STAT
A. Communication between branch components, between management and
employees, and between our customers and ourselves is essential if we are
to work together to provide a pertinent product and if we are to inform
others of the availability of our services.
B. Management must foster an environment conducive to the accom-
plishment of our goals. Managers who are open minded, fair, knowledgeable
(preferably as a result of hands-on experience), who challenge their
e..nployees and encourage initiative, are most likely to elicit from their
employees a higher level--both qualitatively and quantitatively--performance.
C. People who work in should take pride in their
work and realize its importance. Their willingness to serve in whatever
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way is necessary and to go one step further, and their ability to withstand
the pressures of a deadline-driven job are personal attributes that con-
tribute to their positive attitude.
(note: There was concern expressed that people be assigned to
positions in keeping with their experience and abilities.)
1. Training--both on the job and that sponsored by OTE--must
be given to each individual. Knowing what is expected and having the
tools (knowledge) to do the work is essential to good performance and
contributes to healthy morale.
D. Equipment that supports-the work effort contributes to improved
? quality of our product, better productivity and to the morale of the
people whose performance largely depends on the reliability of the equipment.
E. Success in
is determined by how well we meet
the requirements of our customers and by a sense of self-satisfaction that
comes when we know we have performed to the best of our ability.
STAT
STAT
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STAT
6 February 1984
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2. ORGANIZATION
is composed of two sections working together toward the common goal
to provide timely and quality products and service to our customers. To
achieve this we commit ourselves to maintain a positive attitude about our
work, to be productive, to work together at all levels, to make the job STAT
attractive, and to continue to strive towards perfection.
3. MANAGEMENT
Branch management will encourage individual development that will improve
not only the skills and potential of the individual, but the quality of the
0
organization. This will be done through fair and uniform application of policies-
and procedures, varied work assignments including rotations, continuing
dialogue with personnel and providing opportunities for training. Branch
employees will participate in the development of a formal branch training
outline and in goal and objective setting. Management will ensure the best
possible work environment, that individual performance is up to standard,
that superior performance is rewarded, and that branch resources are properly
disbursed.
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4. INDIVIDUALS
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Im rovement in the quality of our people will result in improved
P
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products. This can be achieved by individual willingness to seek training,
to do the very best job possible, to communicate and show respect for co-
workers, and to accept all assignments. Employees must work to develop their
skills and abilities to qualify for positions of higher responsibility.
5. OBJECTIVES/GOALS
As a branch, we are united in our desire to identify problem areas and
set ojbectives and goals that will improve the quality of the organization
and it's products. We will continuously review performance, procedures,
practices and equipment and will stay abreast of state-of-art developments
that will impact in a positive way on our performance. We will pursue ways
to promote ideas and to improve the quality of all our people. Our success
will be measured by the acceptance of our products by our customers.
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STAT
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
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1. Purpose. To provide a variety of services to policymakers throughout
Government. In carrying out this responsibility, the Agency should strive to
be responsive to a broad range of needs and requests, to provide accurate and
comprehensive information, and to demonstrate initiative and resourcefulness
in the accomplishment of the requested service.
The discussion among employees centered around the Agency's reporting
responsibility. There was concern that there was less objectivity than
desired in the reports provided to policymakers because some doubted that
managers at all levels actively encourage and solicit individuals to present
information in an objective way. Other employees felt that the purpose of the
Agency had been set by law and executive order and required no comment from
them.
2. Organization. The Agency is a heterogeneous organization that
requires a mixture of skills. Nonetheless, the Agency must function as a
homogeneous organization if it is to be responsive to the needs and requests
of government policymakers.
Discussion centered around the comparison of the Agency with private
enterpise examining three perceived differences between the two. First, some
felt the Agency, in contrast to corporations, lacks a profit incentive,
resulting in some employees not performing to their full potential. Second,
whereas corporations aspire to treat their corporate parts impartially, the
Agency appears to favor certain directorates over others. Third, the Agency
lacks the pared-down management structures found in most companies, allowing
them additional flexibility.
3. Ethics. The Agency is not only governed by federal laws and
regulations but all employees should honor the spirit of these laws.
Some employees felt it was the responsibility of managers to guide
employees in this regard and advocated a policy of soliciting examples of
unethical or illegal conduct from any employee. Others felt it was an
individual responsibility. It is also recognized that it may occasionally be
necessary for the Agency to bend its code of ethics to protect the lives of
its employees and its sources.
4. People. The "Agency's strength is its people" and the Agency should
emphasize training and the acquisition, development and maintenance of skills.
Employees felt that all should be recognized for their contributions
and the failure by senior managers to acknowledge the invaluable assistance
and contributions that clericals, technicians and analytical support personnel
provide should be remedied. One group of employees felt that management had
not been successful in maximizing its personnel resources. They believe
certain inequities exist in the system, particularly between professionals and
clericals. Many clericals believe that they are expendable and receive fewer
opportunities than their professional counterparts.
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Employees also expressed concern about the inequities between
government and private enterprise caused by government employment rather than
just Agency employment. Examples cited included current trends of placing
government employees under Social Security, decreasing the amount of
government contributions to employee hospitalization plans, and the proposal
to raise the age of retirement eligibility. Employees felt that this trend
will make it more difficult for the Agency to hire and retain first-rate
employees.
5. Management. To achieve effective results at all levels managers
should seek new ways to foster employee initiative and creativity, recognize
the value of feedback and good communications, emphasize directness and
simplicity, and set policies that are clear and based on logical rationale.
Employees expressed the opinion that managers must be allowed to
develop institutional knowledge through relative job stability in their areas
of professional competence. The concept that a good manager can manage
effectively in any position is believed to be true only at the highest
levels. But above all, Agency managers must be willing to question decisions
and policies made at the next level above them, which in turn must be
receptive to such discussions. Some employees believed that increased
bureaucracy has created an environment in which so much time is devoted to
developing and maintaining a "fail-safe" system, that the employees and
lower-level managers are rarely allowed the opportunity to exercise
independent action. Several employees commented that their responsibility to
make decisions had eroded over the years because of increased management and
repeated overview.
6. Measure of Results. The Agency, in contrast to private enterprise,
cannot use the profit an capital value to measure its results. Instead, the
Agency's exclusive barometer becomes the feedback received from senior
policymakers. The Agency should strive to produce a product or service that
it feels truly represents objective reporting and analysis based on the
highest possible levels of technological and human collection.
7. Standards. We should all strive to:
a. provide accurate, timely and objective reporting and service
b. encourage individual initiative, resourcefulness, and creativity
c. attain the highest individual performance possible
d. provide more flexibility in management
e. adhere to a high standard of ethics and integrity
f. ensure high quality training for all employees
g. recognize employee contributions in all areas of the work force
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6 February 1984
MEMORANDUM TO:
FROM
STAT
SUBJECT : Statement of Goals for the Agency
Members of Branch met to develop an improved statement of
goals for the Agency and to record any important thoughts and recommendations
that developed in this process. The following is a summary of the branch's
comments and conclusions:
a. Purpose. The Agency is a provider of services to policymakers in
the Government. As such, it should strive to be equally responsive to a
variety of needs and requests, to provide accurate and comprehensive
information, and to demonstrate initiative and resourcefulness in the
accomplishment of the requested service. Several individuals believe the
DDI should operate like a good newspaper, capturing all points of view,
left and right. There was, however, concern in the branch that there was
probably less objectivity than desired in the reporting provided to
policymakers. Although a channel exists for voicing dissenting points of
view, the question remains as to whether managers at all levels actively
encourage and solicit individuals to present this information in an
objective way.
b. Organization. The group recognizes that the Agency is a
heterogeneous mixture of skills and responsibilities, but there exists the
consensus that the Agency, nonetheless, must function as a homogeneous
organization if it is to be responsive to the needs and the requests of
government policymakers. Comparsion of the Agency with private enterprise
evoked telling comments about the differences between the two. First, the
Agency, in contrast to the corporations described in In Search of
Excellence, lacks a profit incentive, resulting in compromises in the
quality of the Agency's products. Second, whereas corporations aspire to
treat their corporate parts impartially, the Agency appears to favor
certain directorates over others. Third, the Agency lacks the pared-down
management structures found in companies like Hewlett-Packard and IBM,
which allows them additional flexibility.
c. Ethics. The group understands and recognizes the need for the
Agency to be responsible to and governed by federal laws and regulations.
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SUBJECT: Statement of Goals for the Agency
The spirit of the law is believed to be honored, although it is understood
that the Agency occasionally must bend its code of ethics not only to
function effectively but also, and more importantly, to protect the lives
of its employees and its sources. The Agency's intensive background
investigation procedures, although not infallible, are considered
instrumental in reducing the number of individuals hired who would either
embarass the Agency or compromise national secrets.
c. People. "The Agency's strength is its people," but there seem to
be divergent points of view as to whether management has been successful
in maximizing its personnel resources. Emphasis is placed on training and
the acquisition, development and maintenance of skills; but there exist
certain inequities in the system, particularly between professionals and
clericals, where an "us and them" atmosphere is perpetuated. Many
clericals believe that they are expendable and receive fewer opportunities
than their professional counterparts. A contributor to this perception of
disparity may be created by management's repeated statements that Agency
employees, meaning all professional employees, are the best educated in
government, a statement that may bolster certain false impressions among
particular individuals about their positions relative to others. Another
inequity within the Agency is the continued failure by senior managers to
acknowledge the invaluable assistance and contributions that clericals,
technicans and analytical support personnel provide.
d. Management. To achieve effective results at all levels managers
should encourage initiative and creativity. Unfortunately, increased
bureaucracy has created an environment in which so much time is devoted to
developing and maintaining a "fail-safe" system, that the employees and
lower-level managers are rarely allowed the opportunity to exercise
independent action. Several employees commented that their responsibility
to make decisions had eroded over the years because of increased
management and repeated overview. There was some criticism of the
Agency's tendency to hire overachievers, thereby creating an overly
competitive environment that sometimes weakens cohesive working
relationships. Management also needs to devote more attention to
identifying and encouraging employees who might become discouraged with
the system after concluding that their contributions are unimportant.
e. Measure of Results. The Agency, in contrast to private
enterprise, cannot use the profit and capital value to measure its
results. Instead, the Agency's exclusive barometer becomes the feedback
their contributions receive from senior policymakers.and the media.
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6 February 1984
MEMORANDUM TO:
FROM
SUBJECT : Statement of Goals for the Agency
Employees in thel appreciate the opportunity to
comment on the initial draft of the statement of goals, principles, and
standards for CIA. The following comments are keyed to the main headings on
the draft.
a. PURPOSE - The Agency's purpose is set by law and Executive Order,
but we do beT eve that we should put forth a concerted effort to present
our analysis in an objective manner without policy biases.
? b. ORGANIZATION - The Agency, unlike private organizations, is not in
business to make a -profit. Because the main by-product of our efforts is
analysis, we can afford to structure our organization in a manner to
permit obtaining our goals or product without consideration for the dollar.
c. ETHICS - Ethics refers to moral standards and should not be
equated 'so-y with adherence to our legal system. Our activities will
always be conducted legally if they are under the direction of quality
managers. High ethical standards can best be achieved by demanding them
from new employees, and through careful selection of managers with
impeccable moral standards. Former DCI Stansfield Turner's policy of
soliciting examples of unethical or illegal conduct from any employee,
anonymously or otherwise, was admired by rank and file employees as a way
of ensuring integrity of the highest order throughout the Agency.
d. PEOPLE - Inequitable salaries among government agencies has not
permitted-Agency to remain competitive. For example, the U.S. Postal
Service hires unskilled employees at much higher grades than CIA. Other
trends in government employment, such as placing government employees
under Social Security, decreasing the amount of government contributions
to employee hospitalization plans, and the proposal to raise the age of
eligibility for retirement, will also make it more difficult for the
Agency to hire and retain first rate employees. For many professions,
such as scientists, physicians, and computer experts, salaries must be
significantly higher than Civil Service guidelines permit if competent
people are to be hired. It would appear that a salary schedule unique to
the Agency must evolve if genuinely qualified people are to properly
STAT
STAT
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Subject: Statement of Goals for the Agency
collect and exploit intelligence while aided by equally qualified support
personnel. Professional competency must not be sacrificed for
expediency. Sufficient personnel must be hired to exploit the
intelligence collected by the many expensive technical means available.
e. MANAGEMENT - Agency management can operate best if it is
unencumberedby large staffs. Ideal managers should be young, free of old
line methodologies, and should be selected from Agency ranks. They must
seek new ways to foster employee initiative and creativity, recognize the
value of feedback and good communications, emphasize directness and
simplicity, and set policies that are clear and based on logical
rationale. They must also be allowed to develop institutional knowledge
through relative job stability in their areas of professional competence.
The concept that a good manager can manage effectively in any position is
believed to be true only at the highest levels. But above all, Agency
managers must be willing to question decisions and policies made at the
next level above them, which in turn must be receptive to such
discussions. Agency managers must not act in the style of military
officers when decisions are made.
f. MEASURE OF RESULTS - Results must be measured in terms of truly
objective reporting and analysis based on collection and support elements
of the highest possible levels of technological and human endeavor.
Reporting can never be based on consensus without damaging objectivity and
initiative.
g. STANDARDS - The Agency has the funds and desire to utilize the
most effective technologies available, and it should have a core of
experts to advise on the practicality, selection, and implementation of
automated equipment to solve a plethora of diverse needs in individual
offices and divisions. Similarly, ADP experts must continually be aware
of existing systems to provide advice on replacement, elimination of
ineffective systems or modification of outmoded automated systems or
programs. STAT
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STAT
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NUI`91PU IKHIlvt - III ItKIVHL UJt UIVL1
MANAGEMENT CREDO OF THE CENTRAL INTELLIGENCE AGENCY
The achievements of an organization are the result of the
combined efforts of each individual in the organization working
against commonly held beliefs that reflect the organization's
basic character and personality. These few key values or beliefs
are the umbrella under which each individual employee is expected
to take initiatives in support of these values, finding his own
path and making his own contribution to the success of the
whole. The Central Intelligence Agency's reputation as a can-do,
non-bureaucratic organization of achievers is founded on the
following set of beliefs about how we should conduct ourselves as
people and leaders.
- We must honor our duty to the American people
to be a positive, creative, ethical force for
the preservation of the security of the United
States and the advancement of the democratic
principles which it espouses.
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-- We must create a working atmosphere that
recognizes the importance of the individual as
the cornerstone of our success, acknowledges
the need for diversity of personality, and
fosters a respect for the opinions of others.
-- We must be selective in the jobs we undertake,
but once undertaken, produce a product of
superior quality.
- We must recognize, develop and reward
innovative, action-oriented managers who can
inspire others.
- We must break down barriers to effective
communication throughout the Agency and resist
the creation of inflexible procedures that
inhibit communication.
- We must both expect and provide the
opportunities for a program of intellectual
and personal growth throughout an individual's
career.
- We must devote a significant portion of our
resources to research and staunchly protect
these resources from encroachment of non-
research demands.
-- We must take time to listen to our consumers,
? our critics, and ourselves.
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ADMINISTRATIVE - INTERNAL USE ONLY
We must keep planning staffs lean and support
structures robust.
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ADMINISTRATIVE - INTERNAL USE ONLY
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"CIA's Pursuit of Excellence"
The very fact that we are members of CIA means that we are in a risky
business; however prudent the risks we take, we are nevertheless risk-
takers. This exercise itself has its own risks, and they should not be
overlooked lest senior managers create, and then fail to meet, expectations.
In this regard, one must consider, or beware, that among the reasons people
joined the CIA are these:
-- It is of, but not like, government;
-- It is more truly made up of the best and brightest than any other
organization;
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-- Individuals are members of an extended family, not employees;
-- Uniqueness has a place and is not discouraged;
-- Initiative is encouraged and rewarded;
-- The "family" affords a lifelong career by recognizing that interests
change, individuals are different, new talents can be developed, but
above all each intelligence professional can find many ways to make a
contribution and gain satisfaction therefrom.
Any statement of goals, principles and standards, however desirable and
necessary, must not ring hollow or simply be platitudes. However deeply felt,
they can easily have the same effect, and suffer the same fate, as the
Eisenhower-inspired Code of Conduct for the military in the mid-50s. This
said, once embarked, something must result. But it should be looked at as
two-tiered: (1) A simple statement of the Agency's raison d'etre --
something that is enduring, accepted, and attainable; and, perhaps more
important (2) A checklist for senior leaders of those goals, objectives, or
actions which must be followed in everything we do if we are to remain the
organization we set ourselves up to be.
Basic Principles
Why A CIA. It is necessary, to ensure the survival of our republic as
it was conceived, that the representatives of the people have available the
best information and means whereby to guarantee the national security. This
has always been true, and the creation of a single Agency dedicated to this
purpose assures it can be done under the Constitution and laws of the United
States.
What We Are. We are intelligence professionals, dedicated--each in our
own way--both to collect, assess, and disseminate foreign intelligence and to
provide the best possible intelligence advice and expertise for the effective
execution of national security policy. This requires the highest
ADMINISTRATIVE INTERNAL USE ONLY
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degree of personal integrity to ensure the performance and conduct of
intelligence activities are consistent with the letter and spirit of the laws
of the land.
Who We Are. We are a family of unique individuals who, while bringing
to the Agency the widest possible array of talents and skills, are
intelligence professionals both individually and collectively dedicated to
ensuring the intelligence support provided those who are responsible for our.
nation's security is the best there is.
Managers' Principles
.The Agency has been around a long time, gotten bigger, and suffered
abuse. To be what it was, and must be, the esprit and sense of elan must be
nurtured. The biggest threat to this is the subtle introduction of
bureaucracy which stifles initiative and creativity and creates a reality
which is different from why people joined.
The standards set forth in the draft DCI statement are good and true.
But their implementation must be a matter of course, not bureaucartic
exercise.
Beware of some of the pitfalls, however, that can run counter to
achieving our goals:
-- Excessive study of a problem rather than solving it.
-- The "GSA syndrome." As the professionals are expected to work aroung-
the-clock as necessary, they have reason to expect the Agency will do
the same for them. But does anyone know how long it takes to install
phones, restructure and paint an office, get new systems or get them
to work.
-- Saying Directorates are interdependent and must work together is one
thing, but as we have gotten bigger, there is a greater tendency to
work separately, and this must be overcome daily.
-- Rigid adherence to the GS payscale can be counterproductive. The
Agency should have, and exercise, the flexibility to recognize those
whose talents and skills are unique but who don't fit into a
traditional GS structure.
-- A caring, career service system provides the basis for all we do.
Equity across the career service lines needs constant attention.
?
Morale is up. It will continue thus as long as there is continuing
awareness of the relevance of our product and activities. But care must be
constantly paid to the needs of the individual so to allow the full
realization of potential and to avoid impediments to creativity and the "can
do" spirit.
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The chief goal of any organization should be the quality of its
product. In the CIA's case it means providing the highest quality
intelligence in the most timely manner to aid the policy makers of
our nation.
The key to this search for excellence lies in a number of
?. Recruitment: The Agency would appear to be in an enviable
position here. The importance of the work and its impact upon the
security of the nation, and its call for talents, oft times unique
from other enterprises, can be a powerful inducement to the talented
recruit. New blood and fresh ideas are vital to this organization,
thus the top priority which should be attached to recruitment. There
also are several disincentives, however: federal pay strictures,
particularly at the super-grades, and civil service regulations which
can insulate the sub-par performer from the realities of job
termination.
? Management: This means clearly defined lines of commensurate
? authority and accountability. At the same time, open channels of
communication should be encouraged. Quality management must distinguish
between honest inquiry and time-consuming carping.
? Work Environment: The "team approach" should be encouraged
to help develop the best intelligence product. Innovation and
..risk-taking can be encouraged with the knowledge that those who miss
the mark at times will not find their Agency futures limited. Manage-
ment acumen can play a key role in developing an esprit de corps, not
limiting its assessments to simply individual progress but also taking
note of cooperative group efforts by staffers.
? Opportunities for Advancement: While various Agency employee
performance boards regularly assess the progress of CIA workers, some
other steps should be taken to encourage equal access to top-level
grade consideration. A key point here would be a "dual track" of grade
advancement whereby an analytical or support specialist would not
have to switch to a mid-career managerial ladder to achieve upper-level
advancement. There is the potential, at present, for converting good
analysts into marginal managers in order for them to attain grade
levels commensurate with their former talents. In particular, support
specialists in analytically-attuned directorates such as DDI may have
cause for concern as to upper-level "head room" for their capabilities.
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Management care also should be taken regarding job openings
offered on a two-year rotational basis. While such assignments may
broaden perspectives and diminish the chances of employee "burn-out",
stigmas for job promotion should not be attached to the employee
who is fulfilled by the challenges of the current job.
' Training: A corollary to the above. Job perspectives are
widened and expertise gained by attendance at the multitude of Agency
seminars and training sessions. But again a managerial caveat should
be noted on frequency of such meetings, lest day-to-day Agency
operations suffer from "group grope" absenteeism.
Review Process: The intelligence product is of little value
if not disseminated in a timely fashion to consumers. The DDI is on
record for keeping publications on a tight production schedule,
including appropriate review at each level. This should also apply
to finished intelligence videotapes produced by the Television Center.
"Feedback" from policy makers and consumers, in general, should be
encouraged to aid the originating offices and, in our-case, the
DDI Television Center in measuring the utility of a production.
In Summary: The Central Intelligence Agency is an elite
organization whose employees are chosen not only for their competence
but for their devotion to their country. It is hoped the foregoing
suggestions will aid this Agencyssearch for excellence.
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"In Search of Excellence"
Statement of Principles
Service to the Nation
In an increasingly complex world, our job is to inform and
enlighten. We seek to be policy-relevant, but not policy-
prescriptive. We have the integrity to call the shots as we see
them, the breadth of understanding to cope with partial
information, and the creativity to search for the missing.
Under the constitution and laws of the United States, we
serve the President and the nation. Our tasks are countlessly
varied; in some cases they require personal hardship or physical
danger. Whatever the pressures, we are committed to conducting
ourselves in a manner that merits the confidence and respect of
the American people.
People are the Foundation
Our people come from all backgrounds and bring skills as
varied as our tasks. We welcome the diversity, and we dedicate
ourselves to developing the talents of each individual. This
means a high priority on training, promotion on merit, and the
maintenance of an environment in which professional and personal
growth is encouraged.
Organized for Productivity
While the standard measure may not apply, we know when we
serve well. Our satisfaction comes from the knowledge that our
work--whether it is collection, analysis or support--contributes
to the security of the nation. Our successes go unnoticed only
in the public domain.
We are decentralized, not only because it is more secure,
but also because it is more effective. We recognize the value of
individual initiative and the critical importance of the
inquiring, creative mind.
Pursuit of Excellence
Our foremost goal is to improve product and performance. No
less is required by changing technology and a world in flux. No
less can be asked if we are to stay atop this highly competitive
business.
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Purpose
To contribute to an effective US foreign policy by providing
accurate, high quality intelligence and operational support to
appropriate US and foreign officials. To be the best
intelligence service, capable of handling any challenge.
Organization
All CIA elements work together in the common pursuit of US
national security interests. Intra-Agency efforts should
emphasize coordination, cooperation and interdependence that
facilitates common goals.
Ethics
We conduct our activities within the spirit and letter of
the laws governing our responsibilities. We pursue the highest
professional standards in individual and corporate performance.
By doing so we set an example for credibility, dependability and
trust.
People
CIA's people are the source of the Agency's talent and its
future potential. Nurturing opportunities for professional and
personal growth of the staff through appropriate training, travel
and career broadening assignments is a must. Managerial
personnel must be selected from those who demonstrate the best
qualities of leadership and competence.
Management
Management must be goal-oriented, competent and accessible
and not live in an ivory tower. Innovation is encouraged,
solicited and receives a fair hearing. We have the
organizational confidence both to test new ideas and to regard
mistakes constructively. We retain the capability and
flexibility to meet new challenges.
Measure of Results
The measure of our success is the accuracy, timeliness and
value of the information we provide to our consumers. We
ourselves, can be satisfied only with the highest quality and
most forward-leaning assessments based on the best information
available, while retaining the flexibility to reevaluate our
judgments rapidly should new information require a change in
position.
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Standards
--We seek to secure the national interest by being the best
intelligence service in the world.
--We uphold high standards of conduct and professionalism.
--We develop and enhance all our available resources,
principally our people.
--We have the confidence and flexibility to tackle any
intelligence problem.
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3 February 1984
STAT
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is
Statement of Purpose for
Central Intelligence Agency
The purpose of the Agency is to provide the utmost in
timely, comprehensive, and assessed intelligence to policymakers
who must act for the preservation of national interests and
security. It is vital that the intelligence be of the highest
quality with maximum objectivity, free of political and self-
serving interests, and cognizant of all divergent' views and
implications.
To accomplish its mission, the Agency must be structured in
the most effective manner for collecting, processing, analyzing,
and disseminating information. Quality of performance is
expected to be nothing short of the best to maintain the
integrity and credibility of the intelligence product.
Responsiveness to requirements must be quick and thorough. All
areas of the Agency must strive for the common goals as one and
develop excellent understanding and harmonious cooperation and
interaction.
Agency management should provide bold, imaginative, and
creative leadership in achieving its objectives, and foster the
same characteristics among its subordinates by setting the
example. Long-range planning and willingness to change as
situations dictate is crucial, yet it is necessary to demonstrate
an understanding for continuing on-going efforts that benefit the
organization. Creating an atmosphere that generates enthusiasm,
intellectual stimulation, responsibility, and well-being builds
commitment to productivity and the Agency's ideals.
The primary force to accomplish the Agency's task lies with
its human resources -- the people. Honesty and integrity of the
people are vital qualities in an environment where secrecy and
confidences are essential. Ethical conduct -- as defined by law
or personal values -- must be beyond reproach, and, by the very
nature of the work, so should patriotism and loyalty. The
development of its people through training, opportunities, and
openness built on trust will create a force of the finest minds,
talents, skills, and creative individuals.
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STAT
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01 February 1984
Although the name of our organization has changed many times over
the years, the forging of its beliefs and standards dates back to its
beginnings in OSS. The philosophy of providing the customer the highest
quality, most effective product in the most timely manner has been carried
on by the continuity of the organization and the quality of its people.
The legacy of success created by this philosophy has developed a standard
of excellance against which the current organization judges itself, recruits
to perpetuate, and feels personal affront when it cannot maintain it.
To maintain this standard of excellance, the organization must have
certain basic premises or beliefs:
1. Our customers - are deserving of our best efforts and
contribute directly'or indirectly to the well-being of our nation.
We should provide products and services of the highest quality, the
greatest possible value, in the shortest amount of time, thereby
gaining and holding their respect and loyality.
2. Our people - conduct our business recognizing that people
are our most important resource by maintaining an environment in
which the individual employee, through imagination, enthusiasm,
hard work, knowledge and self-discipline can achieve tangible and
intangible rewards commensurate with his/her performance. We should
compensate employees fairly and provide them with opportunities for
advancement, financial growth, long-term careers and personal
satisfaction.
3. Our managers - must create and maintain an organizational
structure in which management provides leadership, establishes policy,
does long range planning, and is flexible enough to adjust to the changes
brought on by technology and society. They should strive to create an
environment or atmosphere which allows the individual great freedom of
action to use innovative and creativity to meet well defined objectives,
but foster a comraderie or team spirit to ensure that each person feels
that he/she has the support and cooperation of the whole organization
and contributes to the overall good and effort of that organization.
4. Our ethics - must be of the highest level in our
activities and lives so that no doubt can be cast on our products
and achievements. Ethical conduct cannot be mandated, it must be
an integral part of our organization and people, and nutured and
passed on as a tradition.
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5. Our goal - to be and do the best we can.
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STAT
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Agency Creed
Honor our obligation to provide comprehensive and timely
intelligence to United States policymakers on all areas of
the world where coverage is needed.
Maintain our objectivity and independence in this process,
so as not to conflict with serving the country's long-term
interests.
, Strive to be the best intelligence system in the world.
Performance
Settle 'for nothing less than excellence in all we
undertake, striving for superior performance of all
duties.
, Adhere to the Agency creed.
Management
, Maintain an organization that provides the best possible
? services in all our areas of responsibility.
, Recognizing that the success of the-Agency depends on its
people, give special attention to our human resources.
, Be flexible and take advantage of, rather than resisting,
change so as to meet the challenges of the future.
, Foster an environment that generates enthusiasm, one that
invites creativity and productivity.
Services
Be alert to ann opportunity to serve and to foster
recognition of Agency capabilities.
, Provide services of the highest quality to the
policymaker.
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Agency Creed
Honor our obligation to provide comprehensive and timely
intelligence to United States policymakers on all areas of
the world where coverage is needed.
Maintain our objectivity and independence in this process,
so as not to conflict with serving the country's long-term
interests.
, Strive to be the best intelligence system in the world.
Performance
Settle for nothing less than excellence in all we
undertake, striving for superior performance of all
duties.
, Adhere to the Agency creed.
Management
Maintain an organization that provides the best possible
services in all our areas of responsibility.
Recognizing that the success of the Agency depends on its
people, give special attention to our human resources.
Be flexible and take advantage of, rather than resisting)
change so as to meet the challenges of the future.
Foster an environment that generates enthusiasm, one that
invites creativity and productivity.
Services
Be alert to ann opportunity to serve and to foster
recognition of Agency capabilities.
Provide services of the highest quality to the
policymaker.
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31 January 1984
Exercise on
Agency Goals for the DCI
1. The purpose of the Agency is to provide policymakers
with the premonitory intelligence needed to make correct
decisions regarding US foreign policy. The information must be
accurate, timely, and complete on such topics as SALT, crisis
management, terrorism, revolutionary groups, drug trafficking,
energy, etc., on any topic that affects US vital interests.
Another way of articulating this point is that the Agency must
provide effective analysis of the intentions, capabilities,
stability, and well-being of foreign governments, countries and
peoples and effectively monitor events that may have strategic
implications for our government.
2. The organization is composed of a series of well-defined
organizational units that are functionally interdependent in each
phase of the intelligence process including collection, analysis,
and dissemination. The Agency should strive to seek better
methods of improving relations between operational and support
components and all components that must directly or indirectly
interact with each other. There should be a formal understanding
among the various components to eliminate confusion, hard
feelings and inefficiency. This would create a more efficient,
timely and better quality end product--namely finished
intelligence.
3. Ethics of the organization are defined by law,
promulgated by management, and exemplified by each individual in
the course of their duties.
4a. The Agency must continue to attract the most gifted
innovative type of people available within security
constraints. A balance between innovative thinking and the team
players concept must be recognized and strived for. Old line
agencies have a tendency to suppress innovative people. The CIA
? must avoid this pitfall. Market conditions may also warrant a
STAT
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V I f. I
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SUBJECT: Exercise on Agency Goals for the DCI
revisit to existing grade structures more frequently than in the
past to retain gifted individuals. Comparability of pay may be
more relevant in the future to keep highly skilled analyst since
attempts to modify the retirement program are becoming a distinct
possibility. The generous retirement system offset pay
differentials in the past.
4b. Success in a solid organization depends not upon the
magnitude of the position you hold, but upon realization that
your position is vital to the mission of your establishment and
that management recognize individual contributions from all grade
levels in the Agency's mission.. People are the core of any
successful organization. Keep the "human factor" paramount by
means of informing and educating the employee. This can be
accomplished by good managers, more general information and
feedback from the DCI to the employee (and visa versa). More
openness can only result in a better informed, educated, and
inspired worker. It can also lead to more of a "belonging" or
"family" atmosphere rather than just being part of a "big
bureaucratic agency," where no one really cares or appreciates
the employees' efforts. The Agency must also strive to be fair
in promotions, ratings, career. counseling, panel procedures, etc.
5. Management must continue to balance the concerns of
people and the demands of tasks. Resource restraints will
continue to make this. effort difficult but the effort must
continue.
6. The evaluation of the Agency's effectiveness extends
beyond quantitative analysis. The absence of the Day After could
serve as an example. The absence of crisis is not in itself a
measure but sustained success in the area of international policy
is. The world knows of our few failures but the individuals that
comprise this Agency know of the many successes that they in
cooperation with their colleagues have attained.
7. The greate'st danger to the Agency in the long run is
politicalization of analysis. Independent or contrary opinions
must be permitted to evolve. It is far better to be cantankerous
and correct than pleasing, smug and wrong in support of our
policymakers.
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CENTRAL INTELLIGENCE AGENCY
Statement of Purpose
The nature of the Intelligence Business, a concern for the
preservation of national security, imposes unique demands on the
qualifications of employees. In an environment where secrecy and
confidences are essential, honesty and integrity are vital
qualities. Employees must demonstrate an understanding and respect
for the intelligence discipline which requires the pursuit of product
analysis and its concise presentation. Patriotism must be beyond
question, as the job exists to sustain and protect the basic
principles upon which the nation is based. Because behavior both
inside and outside the working environment affects the image of the
Agency, it is necessary to conduct your professional and private
lifestyle with the greatest integrity.
The Intelligence Business is inherently secretive and "closed".
However, in a technology in`transition, contacts with experts in
the field are essential. Such contacts ensure that resources,
financial and human, are used wisely so a solid and educated approach.
to the future can be attained. Furthermore, in a business which
deals with the intricate interrelationships of many disciplines,
it is imperative that analysts keep abreast of various fields and
world events. This professional development requires not only that
the Agency supply opportunity and incentive for such growth, but
that the employeesinitiate their own program of development. It is
not unreasonable to state that such an employer should strive to
acquire the nation's finest minds, talent, and creative individuals
in every discipline, for these minds will be responsible for preserving
liberty.
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30 January 1984
STAT
I spent sometime this weekend looking over "voluntary"
contributions from the designers on the Agency's "Statement
of Purpose" (Creed?).
In the process of ullin some thoughts together I
discovered a paper by that eventually became the
base for the~Center's contribution.
I think 0 did a good job and I hope this will help you
in formulating one for the Group.
If this is not what you had in mind, have pen will travel..,
STAT
STAT
STAT
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Contribution to Agency Goals, Principles, Standards
1. Agency Role:
31 January 1984
? to develop sources and methods and maintain networks of
information sources;
? to collect, analyze, coordinate information on foreign areas
in timely, accurate manner;
to provide information, judgements, and wise counsel to US
policymakers while maintaining maximum objectivity;
to implement policy within guidelines set by Congress;
? to do the above in a manner designed to contribute to
highest interests and security of the nation.
2. Agency Goals:
? to focus on a broad range of information, methods, ideas;
? to be flexible enough to respond quickly and knowledgeably
to its tasks;
? to be responsive to US policy but not biased by political
interests.
3. Agency's success depends on its people and their:
? depth of knowledge and understanding;
? creativity;
courage in presenting judgements and counsel;
? identification with, and commitment to, the Agency's
ideals.
? loyalty to the nation's ideals;
4. Management should:
recognize, encourage, and nurture employees' strengths;
? maintain atmosphere that fosters the best in individual and
collective thinking;
? allow some risk-taking in interest of creativity;
develop long-range planning rather than just short-term
remedies;
streamline operations by maintaining a minimum number of
layers;
encourage individual training and experience in related assignments
inside or outside the Agency.
STAT
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PURPOSE:
CIA collects and receives intelligence on a global scale and
produces analytical products independently to serve the policy-making
needs of a broad range of customers responsible for the nation's security
interests.
OBJECTIVES:
People are the strength of CIA
-- All else begins with excellent recruitment outside
and sound assignments inside.
-- First obligation of leadership at all levels is
learning. Management consciously pursues and
responds to the learning process.
-- The finished product even though superior is
impotent unless presented and delivered in a-
way of value to the customer.
-- Candid communication throughout the organization
spawns solutions and enthusiasm by keeping the
misery of indecision out of the trenches.
-- Simple organization clarifies accountability.
Statutory trust given to us is dependent on
responsibility of individuals.
-- Technology tempts wastefulness by giving
illusion of control and precision; to make
it a friend requires prior planning,imple-
mentation, and expertise of the highest order.
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PRINCIPLES:
-- Truth can be unpopular in a policy context;
the often unequal contest between agreeable
fancy and disagreeable fact makes it incumbent
on us to strive for the facts at all costs.
There is room for humor and bewilderment in
all problem solving. The magnitude of the
uncertainties in major tasks are better shared
than broached by singular intellectual prowess
and the advantage of authority.
A good work ethic stems from an arching
dedication at higher levels and the quality
of a component's performance and perception
?
of mission. Long hours may be necessary but
individual effort must be felt as contributing.
We shun the easy fatalism which attends bureau-
cratic life.
Careerists provide experience, continuity, and
professional pride in CIA. Worthy people seek
opportunity and challenge. Competition and
internal tension are positive factors in this
organization's pursuit of information and
analysis. This pursuit is best fulfilled when
a healthy mix of careerists involve themselves
rather than specialists prone to a narrow per-
spective.
STAT
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PURPOSE:
The CIA exists to collect intelligence worldwide, to analyze this
information in an accurate and timely fashion and to provide a quality
product to a broad range of consumers while maintaining an independent,
objective position.
OBJECTIVES:
People are the strength of the CIA.
-- Provide leadership at all senior levels to guide activities and
establish policy and planning; streamline management to allow this
leadership to eliminate duplication of effort or loss of time in
inefficient discussion.
-- Attract and hold high caliber people through internal and external
training, opportunity for timely advancement, encouragement of
diverse assignments, job security, bonus Incentives, and a
stimulating and creative environment.
? US policymakers recognize the CIA's role to provide fast, accurate, and
objective information.
-- Develop new techniques and methods in gathering intelligence,
adopting advanced technology and incorporating consumer ideas to
enhance the intelligence process from collection to the finished
product.
-- Accurately anticipate and predict crises worldwide, and provide
the earliest possible warning and analysis of threats.
-- Foster good relations within the Intelligence Community and
develop goodwill with the American public.
PRINCIPLES:
People are the most important asset of the CIA.
-- Uncompromising honesty and integrity are essential to demonstrate
a sense of responsibility to national interests and to the
American people.
-- The CIA provides the highest quality product.
-- Satisfying consumers of intelligence with valuable services and
products demanddtotal commitment to excellence.
STAT
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1 February 1984
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MEMORANDUM FOR: DCI
FROM
SUBJECT
. CIA's Statement of Purpose
Overall Agency Objective: To preserve national interests by:
--Collecting intelligence worldwide.
--Analyzing all-source intelligence.
--Providing top-rate finished analysis
to US policymakers.
Specific Agency Objectives:
--To be ever more resourceful in developing new
techinques and methods of gathering intelligence
worldwide.
--To take advantage of advanced technology to
further enhance collection, analysis, and
finished production of analysis.
--To obtain the best qualified applicants for
'employment.
--To continue to maintain the overall excellence
of Agency personnel through internal and ex-
ternal training, timely promotions, bonus
incentives, effective management, and encour-
agement of diverse assignments.
--To continually cultivate better relations with
other components of the Intelligence Community
and members of the Executive Branch of govern-
ment.
--To encourage original and inspired objective
analysis and refrain from tailoring intelli-
gence analysis to meet policy makers'
beliefs.
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--To provide earliest possible warning and
analysis of specific strategic and tacti-
cal threats to US interests and assets
worldwide.
--To accurately anticipate and predict crises
worldwide.
Agency Beliefs:--People are our most important asset--as
sources, collectors, analysts, and
managers.
--Agency sources and methods must be protected,
especially from the constant public demand
for the right to know.
--Covert collection of intelligence and good
solid unbiased analysis are basic tools
for constructing effective and realistic
foreign policy.
--The Agency provides the highest quality product
of the Intelligence Community.
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IN SEARCH OF EXCELLENCE
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MOTTO: Strive to accomplish all tasks in a superior manner;
be the best.
GOALS: Maintain an independent, objective position while
remaining receptive and flexible to the demands and
requirements of the customer without relinquishing
control of the product.
Develop, produce and improve a quality product and
service.
Instill confidence, maintain integrity, demonstrate
responsibility to the public and national interest.
Earn and retain the respect of customers.
Anticipate, meet and exceed customers needs and
demands. -
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Foster community goodwill and gain wider. recognition
of the Agency's capabilities, products and services.
OBJECTIVES: Build on already established strengths.
Gather and assimilate information, and present it in
a meaningful form for broadest possible use.
STAT
Strive for consistent, cooperative, but not' necessarily
unanimous, policy. Allow room for divergent opinions.
Attract and hold high caliber people. Provide them
with job security, the opportunity for advancement,
and interesting, worthwhile work.
Provide a stimulating, creative environment that
allows the opportunity for advancement of new and
diverse ideas.
Emphasize employee development and promotion from
within, but be willing to draw on outside expertise.
Develop trust and understanding between managers and
employees.
Instill a belief in the importance of the work and
ones role in preparing the product.
PRINCIPLES: Remain human and humane.
Practive ethical behavior.
? Maintain personal and organizational integrity.
Foresee customers needs.
Be competitive.
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Knowledge is strength and information is essential to knowledge.
Purpose -- CIA exists to collect information worldwide, to manipulate this
information into useful intelligence, to disseminate the derived intelligence
properly, and to act quickly and responsibly when required.
Objectives
1. Environment
To establish and maintain a complete collection network in
cooperation with other agencies, using the latest innovations
to gather information, analyse it, distribute it, and carry out
directed actions.
2. Performance
To keep the effort overall at a level that meets every levied
requirement
3. Attitude
To maintain an objective approach to problems and tasks, avoiding
untoward influences or bias that might impinge on the total effort
To welcome innovative suggestions from whatever corner to strive
constantly for improvement, accuracy, and economy of action
4. Organization
To support a structure that provides true leadership at all senior
levels in guiding activity and in establishing policy and planning;
to streamline the management tree to provide this leadership in the
most expeditious manner possible without needless duplication of
effort or loss of time in inefficient discussion.
5. Personnel
To be constantly aware that people make the system work, that
individuals give impetus to the total movement
To provide a rational work environment with tangible rewards for
performance
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CIA Goals.
Beliefs
- Develop a creed devoted to being the best intelligence
service in the world.
- Never compromise ourselves for the sake of politics.
- Never resting on our accomplishments but always striving
to do better.
Selling Ourselves
- Nationwide publicity on who we are, what we do, and
who we are up against.
- Using our great personnel resources to promote public
concern and recruitment
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- Publicize our accomplishments
- Take the offensive
Our People
- Seek to attract and retain the best
- Emphasize job security
- Willingness to support failure in an effort to foster
innovation. Brainstorming
- Continued emphasis on training opportunities
- Emphasize and support physical and mental well-being
Our Product
- Bold new approaches to making it more attractive
- Constant seeking to making it meet the needs of
the customer
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Adoption of new technologies in making the product
Search for ways to offer the product to more
people--espcially those who need it
Dissmination/a s~roducts published, in works,
and planned for future to customers.
STAT
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STAT
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S E C R E T
15 February 1984
MEMORANDUM FOR: Deputy Director for Intelligence
Statement of Agency Goals, Principles
and Standards
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Statement of Goals, Principles and
Standards of CIA
1. The Mission
To ensure that US foreign
policy decisions rest on a sound
understanding of the facts and
the implications of all options.
To make ourselves
indispensible in closely
supporting the policymaking
process while maintaining the
self-discipline required to avoid
being co-opted by that process.
To merit recognition as the
best and most responsive
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intelligence service in the world
and to earn a reputation for
integrity, catering to neither
partisan politics nor vested
bureaucratic interests.
2. People
To attract the best people
for each of our areas of activity
and to retain a staff whose
excellence and dedication is
founded on committment, pride,
and patriotism.
L__ ]followed the procedure you outlined in critiquing the
DCI's draft statement and in reaching a consensus on the ideal
content of such a statement. In general, none of our components
found any fault per se with either the DCI's draft or those of
the excellent companies. But our general consensus was that the
DCI's draft was a little too descriptive on the one hand, and, on
the other, did not fully communicate a sense of the uniqueness of
the intelligence profession and the demanding/special
requirements placed on the intelligence professional. Nor did we
feel that it adequately conveyed a sense of pride in being able
to meet successfully those requirements. I was pleasantly
surprised at the creativeness of our components' submissions. I
think all of them are worth skimming through. I tried to
synthesize their most compelling points in the draft that
follows. It is based rather heavily on the 0 Division
proposal, which I felt was the best overall submission.
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S E C R E T
To promote and encourage
exibility, innovation, hard
:.k, and continually improving
ills.
To provide for advancement
based solely on clear standards
of performance.
3. Organization and Management
To ensure a streamlined
organizational structure in which
the Agency's several operating
elements work closely together as
a single team.
To maintain an atmosphere in
which all problems are constantly
readdressed, established patterns
are challenged, alternative
solutions are tested, new
technologies are pushed to
support our unique range of
activities, and risk tasking is
encouraged.
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Attachment:
as stated.
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4. Ethics
To ensure that our time-
tested responsiveness in no way
jeopardizes our reputation for
maintaining the highest standards
of performance and professional
integrity.
To recognize that although
we report to the President, our
performance ultimately will be
judged by the people of the
United States through their
perception of our contribution to
their security and well being.
5. Security
To recognize that, as the focal
point for all US intelligence
activities, our access to
sensitive national security
information is sweeping and our
responsibility to protect it is
great.
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-S E r R E T
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STAT
STAT
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All available members of the have read
and discussed in a series of meetings the Director s speech, his
draft statement of CIA goals, and the similar statements from
several private corporations. As a group, we could find no fault
with the goals and values expressed in each of these documents,
although there was some feeling that many of the declarations
were self-evident. As a result, a consensus developed during our
meetings to try to prepare a draft statement that was short and
simply worded, and that focussed on the uniqueness of our agency,
its employees, and its capabilities.
Our discussions, which were frank and free-flowing, also
uncovered considerable debate over the need for a formal
statement of objectives. As one officer put it: the biblical
quotation "And Ye shall seek the truth, and the truth shall make
ye free" etched in marble at our front entrance is an eloquent
credo which cannot be improved. Others expressed-the view that
the leadership's most important roles are to set high standards
for itself as well as its employees, and to encourage the free
flow of ideas and innovation. In drafting our own statement, we
have attempted to incorporate these thoughts.
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CIA'S PURPOSE
To sustain the Agency's reputation as the
world's best intelligence organization by
providing policymakers with a broad range of
accurate, timely intelligence support on
global developments, in the process ensuring
that we remain in the forefront in acquiring
and retaining the best people and pioneering
the development of new technologies.
OBJECTIVES
1. The Mission
ensure that foreign policy
isions rest on a sound
understanding of the facts and the
implications of all options, and
that we have the means to carry out
our assignments.
To undertake intelligence
activities that promote the
Agency's reputation for integrity,
catering to neither partisan
politics nor vested bureaucratic
interests.
To maintain our leadership in
attracting the best people and in
developing the most advanced
technologies for our unique range
of activities.
2. Personnel
To maintain the Agency's reputation
for attracting and retaining a
fessional staff whose excellence
dedication is founded on
mitment, pride and patriotism.
To promote an environment that
encourages flexibility, innovation,
hard work, and improved skills
through training, travel, the
opportunity to become involved in
several aspects of intelligence
activity, and frequent dialogue
with experts outside the Agency.
To make certain our employees'
skills are fully utilized and to
encourage their professional
growth.
To provide rewards and advancement
based solely on clear performance
standards.
3. Organization and Management
To ensure an environment in which
the Agency's several operating
elements work closely together to
meet the needs of our consumers in
the most timely, effective manner
possible.
To achieve a streamlined
organizational structure that is
clear to all employees, while
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0 taining the flexibility
cessary to meet new challenges
and take advantage of new
opportunities with minimum
disruption.
To make our managers responsible
for translating our beliefs into
reality, fostering initiative,
promoting creativity.
To stimulate an atmosphere in which
old problems are constantly
readdressed, established patterns
are challenged, alternative
solutions are tested, and risk-
taking is encouraged.
4. Ethics
To ensure that our time-tested
responsiveness in no way
jeopardizes our reputation for
maintaining the highest standards
personal and professional
egrity.
To recognize that, while we report
to the President, our performance
inevitably will be judged by the
American people through their
perception of our contribution to
their continued security and well-
being.
5. Security
To recognize that, as the focal
point for all US intelligence
activity, our access to sensitive
national security information is
sweeping and our responsibility to
protect it is great.
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STAT
STAT
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Statement of CIA's Mission, Goals, Principles, and Standards
The Central Intelligence Agency's mission is to provide
accurate, timely intelligence support to US policymakers on
global developments. We will fulfill this goal by collecting,
analyzing, and disseminating intelligence under the laws and
Constitution of the United States.
Organization
The CIA consists of several operating elements that are
mutually dependent upon each other to accomplish their individual
and joint tasks. While each element has its own tasks and
responsibilities, none shall be more important than working
together to ensure that CIA's primary mission is accomplished.
People
CIA's strength lies in the skills, expertise, and quality of
its people, and the Agency's future success depends on their
growth and development. The CIA should:
-- Actively recruit and nurture a cadre of highly trained
and talented people.
-- Foster self-improvement efforts and provide
opportunities for training, travel, and assignments to enhance
their skills and develop their potential.
-- Provide rewards and advancement based solely on
performance.
Principles
The CIA should provide the most objective analyses possible
irrespective of its political implications or consequences, while
ensuring that it is responsive to the interests and needs of its
consumers.
In all of its activities CIA personnel must maintain the
highest standards of personal and professional behavior and
integrity.
Management Objectives
CIA management must foster initiative and creativity by
allowing individuals:
-- Greater freedom of action in attaining well-defined
objectives.
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To propose new solutions to old problems, challenge
established patterns of analysis, and develop options that may be
contrary to the weight of available evidence.
CIA leadership must allow for an equal and balanced growth
between analysts and management to utilize effectively the
strengths and talents of all individuals.
CIA must respond to changing requirements by taking
advantage of technological breakthroughs and opportunities to
improve its collection and processing of information.
Standards
CIA should strive to be the best in every intelligence
operation, activity, and analysis that it is called upon to
accomplish.
It should respond to consumer needs by producing high
quality analyses that is timely and policy-relevant.
-- It should enhance its reputation as the best
intelligence organization in the world.
It should serve as a focal point for all US intelligence
activities and organizations.
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STAT
is
Members of the Branch have read and STAT
discussed the Director's speech, the excerpts from "In Search of
Excellence", and the draft statement of CIA objectives. The
consensus in the Branch appears to be that any statement of
principles of operation, or "creed" for the Agency should:
-- Be short and simply written.
-- Use personal rather than impersonal pronouns wherever
possible..
-- Be general enough to cover the differing functions of
each Directorate.
-- Clearly indicate that our customers and, hence, the
judges of our performance are the President (executive
branch), the Congress, and the population general--in
that order.
A suggested draft is attached as are written comments from
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members of the branch.
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Statement of Principles for the CIA
Goal We provide accurate and timely intelligence support and
services to officials responsible for the conduct of
the foreign affairs of the United States.
Ethics We are aware of and conform to the letter and spirit of
the Constitution and laws of the United States and must
maintain the highest degree of integrity in our
performance and conduct.
People The strength of the Agency is dependent upon the
quality of our people and its future will be determined
by the opportunities it provides for professional and
personal growth through training, travel, and
assignments. We particularly encourage individual
creativity and thoroughness in ongoing tasks and
imagination and flexibility in addressing new problems.
Results Our performance is judged by the satisfaction of the
President and other members of the executive branch
with the cogency and timeliness of the analysis and
services we provide. We are also judged by the
Congress as to the effectiveness with which we use the
resources provided us. Lastly, our work is assessed by
the people of the United States through their
perception of our contribution to their continued
security and well-being.
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A Statement of Goals and Principles of the CIA
STAT
STAT
Beliefs
That in an increasingly complex and violent, yet inter-
dependent world, decisions made by the US government must be
well-advised and coherent, and must be buttressed by the means to
carry them out. That under these conditions, a comprehensive and
efficient intelligence service is crucial to the successful
planning and implementation of US foreign policy, and that the
promotion of excellence within that intelligence service should
be a paramount concern.
Objectives
Products: CIA provides accurate, high quality information
relevant to policymakers--raw data and objective analysis--in a
concise, timely fashion. This information should be tailored to
suit the needs of the policymaking consumers, but is to be as
free of policy bias as is possible. Although satisfaction of the
consumers' needs is our primary task, we must be willing to risk
the consumers' dissatisfaction to maintain our reputation for
objectivity. We maintain close contact with our policymaking
consumers to insure our awareness of their intelligence
requirements. We seek to develop the capability to respond
quickly and flexibly to such requirements as are levied upon the
organization.
Unique Assets: We must develop and maintain the best means
possible for fulfilling our missions, and most importantly, we
must protect our unique sources and methods. We are committed to
developing and utilizing the best technology available to enhance
our products and processes.
Human Resources: We recognize people as the main source of
our reputation for excellence, and as the key to the continued
capability to fulfill future missions. We maintain the highest
possible standards of expertise, reliability and integrity in our
search for new employees. We recognize that the excellence and
dedication of our professional staff is founded on commitment,
pride and patriotism, and we seek to enhance and maintain that
spirit, as well as reward meritorious performance. We seek to
promote employees' personal satisfaction and improve skills
through training, travel and involvement in different aspects of
intelligence work.
Organization
We recognize that our mandated bureaucratic structure and
need for security entail certain limitations, but we strive to
avoid mediocrity and stratification by constant evaluation of
performance and by encouraging employees to find new ways to do
our work better. Despite necessary compartmentation, our
different components and offices are dependent upon each other
for successful completion of their tasks, and we recognize the
need to maintain effective communication. We recognize our
responsibility to provide the best possible working conditions
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for our employees, to help them realize their personal goals, and
? to reward and promote them based upon clear standards of
performance. We believe that our quest for excellence is well-
served by promoting from within.
Management: Management is dedicated to assuring that our human
resources are developed, challenged and channeled into. meaningful
work in pursuit of our objectives. Managers foster initiative
and promote creativity in a flexible manner, recognizing those
situations in which risk-taking is appropriate. Managers are
responsible for translating our beliefs into reality, for
maintaining standards of efficiency, timeliness and accuracy, and
for enhancing the career development of our employees.
Ethics
Given the nature of our business and its operational
methods, it is essential that we conduct our activities in strict
accordance with the Constitution and laws of the United States,
and that all employees be regularly made aware of our
responsibilities in this regard. We also are dedicated to
maintaining the highest standards of honesty and objectivity in
our reporting and analysis -- our effectiveness is dependent upon
our credibility and reliability.
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Critique of DCI Statement:
In general, the statement was a bit too general,
particularly in sections on organization, ethics and
management. We felt it did not sufficiently recognize the
uniqueness of intelligence work, and the degree to which our
"business" differs from corporate business. We felt the section
on ethics was rather vague, and should note the fact that the
ethics of this business present problems that we should address
forthrightly. The section on standards was rather redundant of
material that had been discussed in other sections.
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Subject: An Agency Credo
Members of the branch believe that any statement of purpose,
or standards, should be brief, to the point, and include the
following:
Over the years the CIA has provided unique and indispensible
services in support of American foreign policy objectives. It
has maintained a reputation for integrity by producing national
intelligence that caters to neither partisan political, nor
vested bureaucratic interests. In addition, the agency has
rededicated itself to working within the constitution and laws of
the United States--a commitment that is essential for an
intelligence service operating within a free society governed by
the rule of law.
The CIA should strive to:
Produce the most objective, accurate, and timely
intelligence possible for policymakers.
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Fulfill its responsibilities under its charter to
counter the efforts of the Soviet Union and others to
undermine American security interests abroad.
Maintain its integrity and credibility as a producer of
high quality intelligence.
Promote innovation both in the collection and analysis
of raw intelligence.
Ensure that management:
a. leads by example, not just exhortation
b. enlists employee participation in the setting
of standards and goals in o.rder to combat
bureaucratic rigidity.
c. creates a climate in which intellectual
agnosticism and rigorous analysis can
flourish.
d. selects, develops, and rewards people on the
basis of superior performance.
e. promotes cooperation across disciplinary and
bureaucratic lines.
r In reviewing the samples. from private corporations, as well
as the director's own statement of goals, we could find no fault
STAT
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with the goals and values expressed. The need for a commitment
to quality, to innovation, to meeting consumer needs, to
integrity, and a recognition that people are the principal asset
of any organization seem to us unexceptional and even self-
evident. It seems equally self-evident that the drive to excel
comes from within and not as a result of producing or having a
credo. The most critical thing in fact an organization can do is
provide the kind of leadership that insists on high standards for
itself as well as its employees, and encourages the free flow of
ideas and innovation.
subject to partisan political or vested bureaucratic interests
that have a particular policy axe to grind.
Agency employees and especially analysts are prone--in our
judgment--to think of themselves in the first place as a special
elite engaged in an important mission. What we believe is
missing from the director's statement and necessary are words
that emphasize the agency's uniqueness and that stress in
particular its commitment to producing intelligence that is not
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UNCLASSIFIED
STAT
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9 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
CIA Statement of Goals, Principles,
and Standards
Our Mission: Our goal is knowledge, our product is information
that the freedoms we inherited might be safeguarded from those
who would take them from us.
STAT
Specifically, the Central Intelligence Agency:
-- Collects accurate, timely, and relevant information on
matters of concern to US government officials;
-- Analyzes that information to assist them in making
critical decisions and to warn them of developments that
could adversely affect vital US interests;
-- Provides the President with a means of influencing
international affairs when formal diplomatic or military
action is unsuitable;
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-- Protects intelligence sources and methods from
penetration by foreign intelligence services.
The Nature of Our Work: Our charter is unique; no one else can
perform our mission. Our officers labor in anonymity and often
at risk, and the value of their effort can only be measured in
subjective terms. By their very nature our successes can never
be trumpeted; our failures alone are public knowledge. Our
mission demands an organization that places a premium on
flexibility, dedication, initiative, imagination, and above all
objectivity, without which our product is worthless.
Our'Officers and Standards: As our mission is unique, so are our
officers. We must attract and retain the highest caliber people,
encourage them to develop their skills, and allow them the
freedom to apply them. Because we operate in gray areas abroad
and on the most sensitive policy issues at home, we must hold
ourselves to the highest ethical standards. Discretion,
integrity, and judgment must characterize all our dealings, and
the Constitution and laws of the United States govern our
actions.
UNCLASSIFIED
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STAT
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9 February 1984
STAT
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"MEMORANDUM FOR:
FROM:
SUBJECT:
CIA Statement of Goals, Principles,
and Standards
Main Objectives: To produce the highest quality intelligence on
To--reign developments relevant to US national interests and
provide other policy support at the direction of national-level
US decisionmakers.
Specific Tasks: In order to pursue these objectives, the Agency
carries out the following specific tasks:
Collect intelligence with a top priority on the
acquisition by clandestine means of vital information
from overseas that would otherwise be denied to US
policymakers.
Produces all-source intelligence analysis; this effort
should include both the timely detection of threats to
US interests and the identification of opportunities for
policymakers to advance such interests.
Conducts covert operations overseas at the direction of
the Executive Branch.
-- Supports the DCI in his role as coordinator of the
intelligence community.
Unique Characteristics: The Agency's most distinctive and
valuable functions thus are to fill critical gaps in our
information on foreign developments and to provide the most
objective assessments possible of such developments, including at
times the consequences of US policy options. In pursuing these
functions, the Agency must conduct its work with independence
from the policymaking process and report directly to the most
senior national leadership, including the President.
Principles: Our mission requires that we pursue the highest
standards of integrity and act within the authority delegated by
the Executive Branch under the Constitution.
Personnel: The Agency's people are its most valuable asset and
the initiative, creativity, and well-being of this'resource
should be fostered in order to promote Agency's objectives.
UNCLASSIFIED
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Critique of DCI Statement STAT
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We generally concur with the DCI draft. It includes many of
the same points in our Branch formulation. We believe,
nonetheless, that the following points should be added or given
greater emphasis:
Measure of Results: The Branch believes that this section of the
DCI draft does not exactly hit the mark. We agree that the
satisfaction of our key consumers must be an important
consideration guiding our efforts. Even so, we believe that
there will be occasions when the value of our work will not be
immediately recognized nor be a source of satisfaction to some
policymakers. It is important that our intelligence be evaluated
over the longer run in terms of its accuracy and objectivity.
Organization: We believe that a statement should be added
underscoring the independence of the Agency and its unique role
in policy support rather than policy formulation. And there
should be additional emphasis, in our view, on the need for the
various parts of the Agency to cooperate in pursuit of common
goals.
Purpose: We believe it would be appropriate to identify the US
decisionmakers who are our principal consumers more specifically.
UNCLASSIFIED
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STAT
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7 February 1984
STAT
MEMORANDUM FOR:
FROM:
SUBJECT:
CIA Statement of Goals, Principles, and Standards
1. Our discussion focused on overall goals for the Agency, on principles
for personnel management, and on standards for the intelligence product.
General goals for the CIA include:
-- To collect accurate and comprehensive information on foreign affairs.
-- To select and analyze the information most significant and relevant to
national interests, and present it in a concise form that policymakers
can use.
-- To warn appropriate levels of government of foreign developments that
could adversely affect the vital interests of the United States.
? -- To provide the President with a means of influencing international
affairs of vital concern to the United States when formal diplomatic
or military action is unsuitable.
-- To safeguard US interests from penetration by foreign intelligence
organizations.
2. To meet these goals the CIA must attract people of the highest
caliber who have outstanding knowledge in their fields and the ability to
apply that knowledge to rapidly changing events. The Agency will view its
people at all levels as its most vital resource. The CIA will work to retain
superior employees by giving them opportunities to broaden their experience,
continue research, maintain professional contacts outside the Agency, receive
training, and work with an adequate supply of state-of-the-art equipment.
Equally important, CIA employees will receive remuneration commensurate with
the high degree of commitment required of them.
3. The working environment will be designed to encourage achievement of
the Agency's goals.
-- Innovation and risk taking will be encouraged. Mistakes will be met
with an effort to learn how to avoid similar errors in the future,-
rather than with extensive assignment of blame and subsequent damage
to careers.
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-- frequent exchanges of ideas among Agency personnel and outside experts
? will be encouraged--unless we entertain diverse ideas, we have little
chance of anticipating the unexpected.
-- The Agency will avoid focusing on form over content, recognizing that
fitting ideas into a set format may standardize thinking.
-- The Agency will provide feedback that demonstrates how each
directorate contributes to a specific effort in order to develop a
sense of common purpose and mission.
4. The intelligence product prepared by personnel working in such an
environment should be timely, accurate, comprehensive, and objective. It will
show sensitivity to what the policymaker believes he needs but will also
demonstrate integrity and judgment in determining what he should hear beyond
information requested. The CIA will demonstrate a willingness and ability to
collect and write the bad news, as well as the good.
?
?
Critique of Draft
5. The CIA statement should begin with a ringing declaration of
purpose--and one that does not leave out the CI and CA tasks of the Agency.
The section on organization places too much emphasis on the individual
elements in the Agency. We are one organization, and this statement should
build an in-group mystique, not remind us of our separateness. It should
emphasize that managers, analysts, case officers, and support personnel are
all part of a cohesive team. In addition, it should emphasize the uniqueness
of the Agency in its willingness to operate across bureaucratic (directorate)
lines to get the job done.
6. Perhaps the section on ethics should consider the broader standard of
what is acceptable in our culture; the question of ethics goes beyond the
law. The section on people makes no mention of benefits and payment for
skills. By separating managers from others in the final sentence, this
section violates the spirit of one Agency. The section should specifically
recognize the personal sacrifice required because of security demands at CIA
and emphasize that, in return, the Agency is committed to building long-term
careers for its employees. CIA people are required to demonstrate
unparalleled expertise and commitment, and the Agency will use all its
resources to maximize the skills of each employee. A point on sequence--if we
are serious about the first sentence under people in the draft, then people--
as well as ethics--should immediately follow purpose in our statement: the
Agency demands the highest degree of integrity and performance and will reward
employees for both.
7. The management section implies that the objectives are set at senior
levels. Emphasis should be on encouraging initiative from employees both in
setting and meeting the objectives. Encouragement of risk taking should be
mentioned here. How often policymakers come back for more should be listed as
one measure of our success.
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3 February 1984
MEMORANDUM FOR THE RECORD
SUBJECT: Response to DCI's Statement
of Purpose for CIA
1. The branch members believed strongly that a statement of
purpose should be short, concise, punchy, and--most importantly--
inspiring. Pointing out that a long memorandum would be quickly
forgotten, the branch wanted to emphasize only two basic
themes: the importance of our work, and the importance of our
employees.
2. The branch members thus believed that the DCI's first
cut at a statement of purpose fell short in several areas.
First, we thought that the statement focused on what we are
rather than what we strive to be, and the language appeared to us
to be defensive. As a result, did not have the inspirational
quality of some of the company examples. Secondly, the draft did
not pay enough attention to the employees or recognize those
factors essential to maintaining and raising morale. Finally,
? the branch noted that the CIA should be portrayed as part of a US
Government team rather than an isolated support group.
3. The branch was enthusiastic about the final "standards"
section of the DCI's draft because of both its style and its
content. The short phrases, breezy style, and the use of
superlatives provided an upbeat presentation. And the emphasis
on technology reminded us that there is more to CIA than
intelligence analysis.
4. Our draft statement of purpose, which is attached,
emphasizes what we believe to be the most important aspects of
our work here, and says those things we believe would make all
employees proud to be part of the CIA.
STAT
STAT
?
Attachment:
As stated above
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Purpose
Statement of Purpose for CIA
To provide the highest quality intelligence to policymakers on a
timely basis.
The CIA performs a mission essential to the preservation of
American freedom.
The CIA sets the standard for intelligence collection and
analysis, and continually strives to raise that standard.
The CIA's employees are highly capable, innovative people,
committed to achieving excellence in their respective fields.
To expand the dialogue with the policy community to ensure that
we address its intelligence needs.
To establish open lines of communication within the Agency and
within the Intelligence Community to make the most efficient use
of the unique contribution that each unit brings to the
intelligence process.
To achieve a responsive and responsible management that:
o Establishes clear objectives for all employees.
o Realistically evaluates performance and regularly
communicates that evaluation to the employee.
To develop and motivate individuals through:
o Encouraging a creative, innovative, and productive
environment, and accepting the mistakes that such an approach
may bring.
o Valuing each individual's contribution.
o Establishing an equitable reward structure.
o Actively promoting opportunities for equal employment and
advancement.
o Developing programs for training and education.
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Statement of Mission Exercise
? 3 February 1984
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The Branch consensus is:
STAT
STAT
Overall Mission
To provide high quality, timely guidance'and support to US
policymakers. To anticpate issues which may become policy-
relevant and to provide a warning function.
Goals
? Retain intellectual independence and objectivity.
? Tolerate dissenting views.
? Maintain quality of personnel.
? Foster creative environment.
? Expect, encourage, and reward maximun development of
employees
In support of mission
? Renew commitment periodically.
? Maintain institutional flexibility to respond to
the changing international environment.
? Foster an environment which attracts and keeps talented people.
? Be innovative and resourseful in all aspects (collection,
analysis, production, technology development).
? Strengthen mutual sense of purpose between components.
? Protect sources while maximizing information.
? Uphold the Constitution.
? Improve and foster relations with academic community
and society-at-large.
? Maintain dialogue with intelligence community/academia/
private sector to test ideas and maintain quality of product.
.? Ensure uniform adherence to agency code of conduct at all
levels.
? Involve Employees in decisionmaking.
? Appreciate the inherent worth of people and fight the notion
of the "indifferent bureaucracy."
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Branch views on the DCI's draft Statement of Mission:
The overall draft seems on-the-mark. Specific suggestions are as
follows:
? Incorporate the Standards section into the rest of the
text.
? Ethics section: First sentence should read, "Our
activities are conducted under the Constitution and laws
of the United States, and should not be subject to
political or institutional pressures from outside the
Agency."
? People and Management sections should be combined under
heading Personnel, and should read, "CIA's people are the
root source of its capabilities. The strength of the
organization is dependent on the quality of its people,
and its future is related to the opportunities it affords
for their professional and personal growth. Skills are
recognized and fostered through training, travel and
assignments; personnel are promoted based on their own
performance. CIA managers should foster initiative and
creativity by allowing the individual freedom of action
in attaining well-defined objectives, while requiring
? efficiency, accountability, and results at all levels.
? Measure of results: The first line should read, "As a
public service, this organization's results are in the
satisfaction of its customers in the value, relevance, and
timeliness of the intelligence support they receive."
?
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9 February 1984
SUBJECT: Critique of the Draft Statement of
CIA Objectives
MEMORANDUM FOR:
FROM:
General
The final statement should be printed on one page. Great
detail is not needed and length weakens impact.
STAT
STAT
Order of items important: Purpose, People, Ethics,
Organization, Management, Results, Standards. Different
organization and management styles can produce results, but
the quality of our people and our ethical standards are
vital.
?
Specific
Purpose
Provide not only what is requested, but also what we believe
policy makers should know.
Provide support for a broad range of consumers.
Be capable of responding to unusual or emergency situations.
No mention of operational aspects of CIA's activities.
Ethics
Must earn the trust of those we support through a record of
strong personal integrity.
People
Strength depends on quality and hard work.
Management
Frequently called on to work under conditions when objectives
cannot be well defined because of uncertainity about
conditions elsewhere.
?
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? We need a balance of trust. Management should expect unusual
loyalty from Agency employees but in return needs to have a
strong loyalty to them. Management must earn the loyalty of
Agency employees.
Measure of Results
No need to apologize for not being able to measure results
precisely.
Too long.
Might drop altogether.
Standards
Recognition as the best is not a standard but an
aspiration. Should start out "We must strive to be the best
intelligence service in the world and must seek to exemplify
in everything we do:"..
We both develop and use new technologies.
?
STAT
?
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STAT
8 February 1984
?
MEMORANDUM TO:
FROM:
SUBJECT:
?
Statement of Agency Goals, Principles,
and standards
1. The Personnel ofl (held three
discussion periods concerning the drafting of an Agency-wide
Statement of Goals.
2. The first, on January 27 was to broadly define the topic
and the job to be accomplished. Two articles were distributed:
samples of Statements of Purpose from various firms and the short
summary from "In Search of Excellence".
3. The second, the morning of February 7 was to discuss the
readings and scope out ideas for inclusion in an Agency
Statement. Two main points were presented, discussed and
seemingly agreed to by all participants.
A. The existing
clearly defines the "authority, mission,
responsibilities, and organization of the
Central Intelligence Agency".
B. The Agency, as a body of civil servants,
who will transcend any elected administration,
should go to any length to avoid becoming
"politicized". One suggested method of
attempting to ensure this goal was to select
the DCI and DDCI only from among "career
Intelligence Officers".
4. After discussions, the draft Statement of Goals,
Principles and Standards for CIA was given to each person to be
read and then discussed that afternoon.
5. The third meeting was very brief. The few comments that
were made concerning the proposed "statement" were favorable,
particularly as to completeness, and specifically as to Ethics,
People and Management.
STAT
STAT
STAT
?
STAT
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8 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
CIA Principles
001-9
STAT
STAT
1. We do not take objection to any of the particular items
in the DCI's proposal, but find the presentation to be bland. If
a major purpose of the Statement is to inculcate in new employees
the philosophy, attitudes, and atmosphere of the CIA that have
evolved over the years, then we favor a shorter, crisper, and
more upbeat presentation. Putting our well known professional
cynicism aside, we believe such a statement should reflect some
beating of the drums. Our proposed version is at Tab A.
2. Given the brevity and philosophic nature of our proposed
statement, we would also like to comment on some of the materials
handed out--specifically the excerpts from "In Search of
Excellence" at Tab B:
Points 1 and 8: in our view, these reflect the
Intelligence Directorate's greatest failure over the
years--and one that continues. Specifically, we refer
to the DI's inability to operate laterally across
office, division and even branch lines. Issues
constantly arise that could be dealt with effectively
by ad-hoc groups of 2-3 analysts from two or more
offices working together for 3-4 weeks. But this
almost never happens. Only a war or some other obvious
critical international issue, e.g., Third World debt,
produces a change in normal procedure. We are better
organized than before 1981, but the vertical nature of
our structure is as deeply ingrained as ever.
Point 2: We are doing much better.
Point 3: This strikes us as more relevant to a company
in a fast moving, high tech field. May be more useful
for DDS&T.
Point 4: All too true.
Point 5: We agree; hopefully our proposed statement
points in this direction.
?
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Point.6: A curious counterpoint to the emphasis in
change.
Point 7: We would like to know what CIA's tooth to
tail ratio really is!
-2-
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The Central Intelligence Agency: A Statement of Principles
"Ye shall seek the truth, and the truth shall
make ye free."
Our motto is our mission: to provide intelligence that supports
the security and interests of the United States.
Belief in this purpose motivates the professional intelligence
officer. If we are to succeed, all of us must share this basic
sense of professionalism.
The enduring challenge we face is two-fold: to perceive the
world as best we can, and to convey our views to the government
we serve.
The changing global scene provides a constant test of our
professional skills. A special blend of teamwork and
individual innovation is needed to cope with its many complex
dimensions.
?
?
Presenting our findings involves the age-old problem of
speaking truth to power. Our integrity must be equal to this
task.
The position of the-CIA within the American system places
additional demands on our profession. Most importantly,. the
public trust we have been given requires from each of us a sense
of personal responsibility that transcends normal codes of
conduct.
Our successes are noticed less than our failures, and ultimate
judgments of our work must be left to history. A few of us may
sacrifice our lives; none of us can expect public recognition for
our achievements. Our reward is a belief in the importance of
what we do.
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Tab ,'
DCI
23 Jan 84
Excerpts from
In Search of Excellence: Lessons from America's Best Run Companies
This book was published in 1982 and written by Thomas Peters, with an
engineering degree from Cornell and a Ph.D. in business from Stanford and
experience in management and engineering as a principal of McKinsey -.1id
Company, and Robert Waterman, with a geophysical engineering degree from
Colorado School of Mines, Masters of Business Administration from Stanford,
also with management engineering experience at McKinsey. They spent a couple
of years visiting, studying and coordinating depth interviews at 35 companies
which both the record and public perception have established as business
champions--IBM, Hewlett-Packard, Western Electric, United Technologies, Texas
Instruments and Xerox in high tech; Eastman-Kodak, Johnson & Johnson, Frito-Lay,
Proctor and Gamble in consumer goods; Caterpillar Tractor, Minnesota Mining
Company, and Ingersoll-Rand in general industrial activity; Delta, Marriott,
and McDonald's in service activity; Bechtel, Boeing and Fluor in project
management; Exxon in resource exploitation. They looked less closely at
another 29 hot companies including Hughes, Lockheed, TRW, Dow, Dupont, Merck,
Polaroid, Disney, K-Mart and General Motors.
They identified these eight basic pracc:ices and attitudes characteristic
of these enterprises.
1. A bias for action, for getting on with it. The standard operating
procedure is "Do it, fix it, try it." Says a senior executive in Digital,
"When we've got a big problem here, we grab ten senior guys and stick them in
a room for a week. They come up with an answer and implement it." Moreover,
the companies are experimenters supreme. The book brings out a large and
striking array of practical devices the excellent companies employ, to maintain
corporate fleetness of foot and counter the stultification that almost inevitably
comes with size.
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2. Close to the customer. These companies learn from the people
they serve. They provide unparalleled quality, service, and reliability--
things that work and last. Everyone gets into the act. Many of the
innovative companies got their best product ideas from customers. That
comes from listening, intently and regularly.
3. Autonomy and entrepreneurship. The innovative companies foster
many leaders and many innovators throughout the organization. 3M has been
described as "so intent on innovation that its essential atmosphere seems
not like that of a large corporation but rather a loose network of laboratories
and cubbyholes populated by feverish inventors and dauntless entrepreneurs who
let their imaginations fly in all directions." They don't try to hold everyone
on so short a rein that he can't be creative. They encourage practical risk
taking, and support good tries. They follow a ninth commandment: "Make sure
you generate a reasonable number of mistakes."
4. Productivity through people. The excellent companies treat the
rank and file as the root source of quality and productivity gain. They do
not foster we/they labor attitudes or regard capital investment as the
fundamental source of efficiency improvement. At Texas Instruments, every
worker is "seen as a source of ideas, not just acting as a pair of hands";
each of more than 9,000 People Involvement Program teams has contributed to
the company's sparkling productivity record.
5. Hands-on, value driven. Thomas Watson, Jr., said that "the
basic philosophy of an organization has far more to do with its achievements
than do technological or economic resources, organizational structure,
innovation and timing."
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6. Stick to the knitting. The odds for excellent performance seem
strongly to favor those companies that stay reasonably close to businesses
?
?
they know.
7. Simple form, lean staff. The underlying structural forms and
systems in the excellent companies are elegantly simple. Top-level staffs
are lean; it is not uncommon to find a corporate staff of fewer than 100
people running multi-billion-dollar enterprises.
8. Simultaneous loose-ti ht properties. The excellent companies
are both centralized and decentralized. For the most part, they have pushed
autonomy down to the shop floor or product development team. On the other
hand, they are fanatic centralists around the few core values they hold dear.
These excellent companies live their commitment to people, as they also
do their preference for action--any action--over countless standing committees
and endless 500-page studies, their fetish about quality and service standards
that others, using optimization techniques, would consider pipe dreams; and
their insistence on regular initiative (practical autonomy) from tens of
thousands, not just 200 designated $75,000-a-year thinkers. Above all, the
intensity itself, stemming from strongly held beliefs, marks these companies.
They demand quick action, service to customers, practical innovation, and
recognition of the fact that you can't get any of these without virtually
everyone's commitment. They are very far removed from silent board rooms
marked by dim lights, somber presentations, rows of staffers lined up along
the walls with calculators glowing, and the endless click of the slide projector
as analysis after analysis lit up the screen.
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?
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Themes and Attitudes
The specific content of the dominant beliefs of the excellent companies
is narrow in scope, including just a few basic values:
1. A belief in being the "best."
2. A belief in the importance of the details of execution, the nuts
and bolts of doing the job well.
3. A belief in the importance of people as individuals.
4. A belief in superior quality and service.
5. A belief that most members of the organization should be innovators,
and its corollary, the willingness to support failure.
6. A belief in.the importance of informality to enhance communication.
7. Explicit belief in and recognition of the importance of economic
growth and profits.
At Dana Corporation, 22 inches of policy manuals were destroyed and
replaced by a simple one-page statement of philosophy. It reads in the main:
-- Nothing more effectively involves people, sustains credibility
or generates enthusiasm than face to face communication. It is critical to
provide and discuss all organization performance figures with all of our
peopl (?.
-- We have an obligation to provide training and the opportunity.,
for development to our productive people who want to improve their skills,
expand their career opportunities ;,r simply further their general education.
-- It is essential to provide job security for our people.
-- Create incentive programs that rely on ideas and suggestions, as
well as on hard work, to establish a reward pool.
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1
is
Corporate staff was reduced from 500 to 100 and the number of layers in
the organization from eleven to five. Ads were run in the house organ like
"Talk Back to the Boss," another: "Ask Dumb Questions."
Intelligence purpose is recognized as the essential task of management
and leadership. The statement of basic purpose reflected in re-emphasized
tasking and all communications is the primary vehicle for achieving this.
The excellent companies tap the inherent worth of the task as a source of
intrinsic motivation for their employees. Teams and divisions set their
own goals. Virtually all of the excellent companies are driven by just a
few key values, and then give lots of space to employees to take initiatives
in support of those values--finding their own paths, and so making the task
and its outcome their own.
Try anything that has promise and half a chance. Advancement takes
place only when we do something: test market, stick a jury-rig device on an
operating production line, test a new sales promotion on 50,000 subscribers.
A scientific paper or a staff report can have impeccable logic and present
an immaculate .appearance yet reproduce little or nothing of the intuitive
leaps, false starts, mistakes, loose ends, and happy accidents that can
produce action and get a result.
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Submission
Statement of Goals, Principles, and Standards for CIA
Mission
STAT
The mission of the CIA is to collect, analyze, and
disseminate timely intelligence about world affairs, gearing it
to the needs and interests of the President and the policymaking
community. The CIA also carries out activities, as directed by
the President and in consultation with the Congress, designed to
influence foreign affairs in accordance with US policy.
Principals and Standards
In carrying out this mission, as employees of CIA we:
Follow the letter and spirit of the Constitution and
the laws of the United States, endorsing as an Agency
and as individuals the ethical values of the American
people.
?
Demand of ourselves the highest degree of loyalty and
integrity.
Strive to produce the best possible finished
intelligence that is accurate, timely, objective, and
forward-looking. We want to foster a can-do attitude,
and to be recognized as the most responsive
intelligence agency in the US Government, with the
greatest base of comprehensive knowledge and expertise
on matters within our purview.
Maintain close contacts with the policymaking community
to determine its interests and needs, while at the same
time retaining our reputation for objectivity, avoiding
political, personal, and bureaucratic bias, and
delivering "bad news" when necessary.
Observe strict security practices to protect sensitive
sources and methods.
?
People and Organization
CIA's people are its most important asset. As a group we
are unique in our variety of duties, skills, and backgrounds, and
we appreciate that we all contribute to the Agency's work and
reputation. The Agency is no more than the sum of us all.
Therefore, as CIA employees, we:
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Strive for excellence in our own work, the better to
encourage it in others.
Challenge ourselves, and accept challenge, to be
creative, to take risks, and to be forward-looking. We
recognize that the corollary is that sometimes we are
wrong.
Derive our job satisfactions, given the nature of the
intelligence profession, in uncommon ways -- from
knowing we are right about events, from the approbation
of our colleagues, and from the acknowledgments of
intelligence consumers -- as well as from promotions
and advancement to greater responsibilities.
To fulfill our mission, observing our principles and
standards and meeting our concerns about our people, CIA as an
organization:
Fosters an open management style, insofar as is
consistent with the needs of compartmentation, that
leads to easy communication between all levels.
?
?
Promotes autonomy, creativity, and the improvement of
skills on the part of employees, under the guidance of
managers selected for their knowledge, experience, and
ability to motivate people.
Rewards employees with promotions and advancement based
on merit, and with non-monetary acknowledgments of jobs
well done. Performance standards rely heavily on the
quality of work done.
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Critique of the DCI's Draft Statement
The consensus in was that the statement was pretty STAT
solid, but that it was too general, some sections too wordy, and
overall too "apple pie" to be inspirational. More specific
comments mentioned in several submissions were:
Not enough stress was placed on our need for
objectivity in policy support and for recognizing that
we sometimes serve the policymakers best when they like
our message least.
The statement needs to be tailored more toward a
national security agency than toward a corporate
entity.
More stress should be put on a) the uniqueness of the
skills and motivation of CIA people, and b) the need
for individual integrity and objectivity.
?
?
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Statement of Mission, Principles, and
Standards of the CIA
STAT
Summary of Branch Submissions in the
Mission
The mission of the CIA is to alert the President and the
policymaking community to foreign developments with implications
for US national security. It does this by:
-- Collecting information from all sources.
Analyzing, producing, and disseminating the information
collected.
Performing other duties as authorized by the President
and Congress.
Principles and Standards
In carrying out its mission, the CIA will:
-- Operate under the Constitution and laws of the United
States, particularly those laws governing intelligence
activities.
Strive for the highest standards of professional and
personal conduct.
Produce the best possible finished intelligence:
accurate, objective, timely, and forward-looking.
Pursue a dialogue with consumers of intelligence that i.s
close enough to permit an understanding of their needs,
but not so close as to color intelligence judgments.
Encourage individual excellence. The CIA's people are
its most important asset, and they should be challenged
to be creative, to take risks, to improve their skills,
and to strive for superior performance.
Foster an open management style that leads to easy
communication at all levels.
Encourage understanding of, and a positive attitude
toward, the need for strict security practices.
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Statement of Mission and
Standards of the CIA
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Mission
Provide intelligence support for US national security and
foreign policy interests by:
o Developing, exploiting, and supporting collection of
information from all sources,
o Analyzing, producing, and disseminating the information
collected, and
o Performing other duties as authorized by the President
to advance and defend US interests.
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Standards
o Operate under the Constitution of the United States and
its laws.
o Strive for the highest standards of professional and
personal conduct.
o Produce a high quality, objective, and timely product.
o Nurture individual skills, initiative, and creativity.
o Promote an environment to challenge and motivate the
individual.
o Protect sensitive sources and methods.
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Comments on DCI's Statement of Goals,
Principles, and Standards for CIA
STAT
In general, we believe the DCI's statement represents a good
first draft, but should be emended to be more concise and more
specific -- a number of the present statements are too broad in
scope to be meaningful.
Purpose - Statement lacks specificity -- what is meant
by intelligence support?
References to product quality, such as "timely
manner" and "greatest utility" belong in
standards section; they do not describe the
mission of the organization. .
Organization - Too wordy.
- Simply emphasize the interdependence of the
four directorates.
. Ethics - Okay as is; any statement on ethics or morals
has to be vague.
People
Drop reference to "root source," it tends to
have a pejorative connotation. Suggest
replace sentence with, "CIA's people are its
capital stock."
Move phrase referring to management to next
section, or strike entirely -- it's very
similar to ideas already in management
section.
Management - Okay as is.
Measure of
Result - Eliminate references to business, they are
unnecessary and seem out of place.
References to quality of people, utilization
of technology, etc. are not measures of
results.
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Entire section should be replaced with, "Our
measure of success comes from the satisfaction
of our customers and the degree of their
reliance on our support."
Standards - The introductory phrase "we seek to exemplify"
seems inappropriate. Replace with "we strive
for".
Strike last phrase on leadership and
recognition, it seems redundant given previous
standards. Perhaps introductory phrase could
be reworded to say, "We strive to be the best
intelligence service by:".
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STAT
Coments on
Draft Statement of Goals, Principles and Standards
1. General Comment. Although the statement of purpose can
and should be broad and general, statements of principles should
be sufficiently explicit to provide clear guidance to Agency
management and employees. A number of the principles, while
substantively adequate, are too generally stated to provide
useful guidance.
2. Organization. Either in this discussion, or that on
"management," the "vertical" dimension of the
organizational/management structure should be addressed:
particularly the question of access and interface between various
levels along the management chain.
3. People. Recommend restatement below for the following
reasons:
-- Training, travel and assignments should not be used as
rewards for good performance: training and travel
especially should be used to foster professional growth
and enhance expertise rather than as a reward mechanism.
-- Needs a clearer statement of key criteria that senior
leadership applies in selection of managers.
"CIA's people are the root source of its capabilities. The
strength of the organization is dependent on the quality of its
people and their professionalism, creativity, dedication, and its
future is related to the opportunities it affords for their
professional and personal growth. Skills are fostered through
training, travel and assignments; management personnel are
selected for . . . (explicit criteria deemed most important by
the DCI)."
4. Management. Additional concepts that should be
highlighted include emphasis on the importance of "macro-" as
opposed to "micro-" management in fostering individual
initiative, creativity and excellence; and the importance of
decentralized management in an organization as large and diverse
as the CIA.
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5. Measure of Results. The comparison with private.
industry is felt to'be irrelevant. Recommend restating as
follows:
As a public service, this organization measures results
in terms of the- value, relevance and timeliness of the
intelligence and operational inputs consumers receive.
These results come from our ability to utilize
technology and resources and to foster individual
excellence in the collection, analysis and application
of information and judgment to maintain the-security and
prosperity of the United States. The resources
needed. . . .
6. Standards. Recommend deletion of the 4th and 6th
ticks: the 4th is a principle already incorporated under
"Measure of Results," and the 6th is more a goal that, at best,
is somewhat self-serving.
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Statement of CIA Goals, Principles and Standards
GOALS
The purpose of the Central Intelligence Agency is to support the
President and his national security policy community through the
collection, analysis and dissemination of foreign intelligence
information that is accurate, unbiased, objective, clear and
timely.
PRINCIPLES
Management Access and Interface: the management structure
and style should foster a free exchange of ideas up and down the
management chain. CIA management should not only have an open
door policy but should actively seek dialogue at all levels.
Such dialogue is best fostered by a management process that is
informal and collegial in nature; that to the degree possible
emphasizes decentralized review and decision-making; and that
focuses on macro-as opposed to micro-management.
Creativity: in supporting intelligence analysis, the
management and-review process and structure should strike a
balance between quality control and creativity, should be
supportive of risk taking, and should reflect a willingness to
support the consequences of risk taking.
Product and Performance Review: success is measured in both
quantitative and qualitative terms. Our yardstick involves not
only how well we are received by our customers but also how well
we define problems for policy makers, the accuracy of our
judgments, and how well we develop our people--our chief asset.
Career Development: should be the product of an active
partnership between management and the individual.
Recognition: in the closed environment of the intelligence
service, with the requisit restrictions on public recognition and
reward, strong emphasis should be placed on acknowledgment and
appropriate compensation of personal excellence and outstanding
performance in order to retain and nurture individual talent.
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Relationship with Consumers: should be sufficiently close
to engender a clear un ers an ing of consumer needs and to foster
the expression of requirements, yet sufficiently independent that
policy makers do not define intelligence problems or cloud
judgments.
Public Relations: to the degree possible, consistent with
the requirements of security, the Agency should foster through
its relations with the public an objective and constructive
impression and appreciation of the art and practitioners of
intelligence and the contributions of the Agency to the national
security.
Security: the Agency should foster through policy and
actions a positive attitude toward personal and corporate
security.
STANDARDS
In seeking to achieve its goals and principles, employees of the
Agency should be guided by the highest standards of:
o honesty, integrity, discretion and quality of
performance;
o responsiveness and timeliness;
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o professionalism and objectivity; and
o loyalty.
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? Mission. In accordance with the National Security Act of
1947 aF sursequent laws governing intelligence activities, the
CIA'S mission is to collect information on foreign affairs that
affect US interests and provide sophisticated, timely,
politically-unbiased and forward-looking analysis to policymakers
in a variety of forms. In addition, the Agency performs other
tasks. as requested by the appropriate authorities in the
Executive and Legislative branches.
Ethics. The Agency strives to be politically neutral in
selecting and analyzing material and conveys its views without
regard for their popularity. It is responsive to policymakers'
concerns and requests for support, but it also endeavors to
identify issues that merit the attention of.policy,nakers.
The Agency adheres strictly to the letter and spirit of .the
enabling legislation of 1947 and later refinements. It pursues a
strict interpretation of that legislation and enters gray areas
only hesitantly and with due regard for American traditions and
the will of the American people as expressed through their
elected representatives.
People. The people who work for the CIA are its most
valuable asset. They are given responsibilities commensurate
with their demonstrated abilities. They are encouraged to be
? creative, to take risks, to take pride in their work, and to be
ethical. Their individual accomplishments are recognized, and
good performance is rewarded by means of interesting and
challenging assignments, promotions and other monetary awards,
and opportunities for professional development.
Manaqe:nent. The Agency's managerial style aims to foster an
atmosphere of professionalism at all levels. Individual
initiative is encouraged, decision-making is participatory
wherever feasible, and there is an emphasis on positive
incentives to motivate people. Two-,,jay Communication between
management and staff is encouraged and the j :~dg ents of
individuals in their areas of expertise are respected.
Comments on DCI's Draft Statement of CIA's Mission
Purpose. Believe statement should include reference to non-
political nature of Agency and its commitment to objectivity
regardless of the popularity of its views. Suggest you include
"politically unbiased and" after "accurate" in the first sentence
and then insert the following sentence: "The Agency conveys its
views without regard for their popularity."
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STAT
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0rgan'ization. Acceptable as stated.
Ethics. Believe comment on legal parameters is inadeq!jat.e
guidance for "gray areas" Agency sometimes must enter. Su:.; st
Iollowing sentence be added to end of paragraph: "The Agency
p:rsues a strict interpretation of the laws overning its
operations and enters gray areas only hesitantly and with due
regard for American values and the will of the American people as
expressed through their elected representatives."
People. In lieu of first sentence, suggest "The people who
work for the CIA are its most valuable asset." Believe second
half of final sentence fits better in "Management" section.
Management. Believe this section should refer to need for
positive reinforcement, better communications, and participatory
decisionmaking. Suggest the following sentence at end of
paragraph: "Decisionmaking is participatory wherever feasible,
there is an emphasis on positive incentives to motivate people,
two-way communication is encouraged, and the judgments of
individuals in their areas of expertise are respected.
Measure of Results. Believe this gives too much emphasis to
the need to satisfy our customers since the Agency must not
hesitate to be the bearer of bad tidings when necessary. Suggest
that reference in the fourth sentence to the need to satisfy
Agency customers be deleted and that the sentence read: "The
Agency's results are measured by the value, relevance, and
ti:~:eliness of the intelligence and operational services it
provides." Suggest first two sentences and possibly the last two
also be deleted.
Standards. Believe the thoughts in this section already
appear elsewhere in statement. Suggest it be deleted.
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STAT
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STAT
10 February 1984
MEMORANDUM FOR:
FROM
SUBJECT
STAT
STAT
1. The issues that emerged in Division discussions appeared
to be primarily three.
STAT
The role of the Agency in defense of the nation's
security and its people's sense of patriotism. One
gathers that the people of the Division
see the Agency as superior to most organizations because
of the higher purposes it serves. Accordingly, they see
themselves as motivated by more than personal rewards or
hope of bureaucratic success, and they believe they
serve the institution more than a particular
administration.
Summary of Discussion on Agency 1
Principles, and Standards in the
Division
Personal integrity and.objectivity of view. The people
of the Division obviously take seriously
their role of keeping the rest of the foreign affairs
establishment honest. To do so, they believe they need
to shed subjective views and be prepared to tell it like
it is, no matter what the likely reception for unwelcome
analyses.
The uniqueness of the people working here. The people
of the Division consider themselves
.specialists and apparently are concerned that their
skills be recognized as of equal worth to those more
general skills required for the bulk of Agency tasks.
They, therefore, see a need for the Agency to create an
environment for success, both in the sense of helping
them to become more productive in their specialty and by
providing them with the facilities and equipment to
exercise their skills efficiently. They further see a
need for the Agency to foster an environment where
specialists can have a sense of self-worth. These
STAT
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preoccupations no doubt reflect the small number of
economic, political, and political-military
analysts in the Agency, as well as the unfortunate
conditions in the quarters where they work.
STAT
Comments on Statement of Goals, Principles, and Standards for
the CIA
The People of the Division by and large
responded positively to the Director's proposed statement. The
vast majority, nonetheless, believe they could improve it (see
attached memoranda), particularly by making it more tailored to a
national security agency than a corporate entity. To focus on
the more important suggestions:
They would broaden the state of Purpose to encompass the
Agency's roles in support of national security.
They would include in the statement of Ethics the
requirement for individual integrity and objectivity.
In the statement on People they would add a recognition
of the uniqueness of the skills employed by the Agency.
In the statement of Measure of Results they would prefer
a concept that embodies supplying intelligence to
policymakers rather than satisfying them.
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STAT
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STAT
7 February 1984
STAT
MEMORANDUM FOR:
FROM
SUBJECT
revising and editing a rough draft prepared by branch member
1. joined by Division
Secretary devised its own version of a CIA credo by
Our draft credo is presented in para 2. The branch also
STAT
STAT
made several comments--presented in para 3--on the DCI's draft,
STAT
Draft Credo for the Central Intelligence Agency
The Agency's Purpose
To provide objective information and analysis
needed by the makers of American foreign policy.
The Agency's Tasks
To provide integrated, comprehensive intelligence
regarding the capabilities and intentions of
foreign nations and the implications of global
issues, especially as they affect U.S. national
interests.
To alert policymakers to fast-breaking
international developments and their consequences.
To take primary responsibility within the U.S.
government for clandestine collection of foreign
intelligence, for conducting counterintelligence
abroad, and for the research and development of
technical collection systems.
To coordinate the national intelligence effort.
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The Agency's Standards
STAT
To perform these tasks in an independent and
unbiased manner and at the highest professional
level.
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To maintain flexibility of operation in order to
meet the changing requirements of our diverse
activities.
To carry out our responsibilities ethically and in
a secure and cost conscious manner.
The Agency's People
To recognize that people are our most important
resource.
To hire the most skilled and capable people
available.
To foster an environment in which initiative, hard
work, and professional development are rewarded.
3a. Critique of DCI Draft Credo. The branch had one
general comment and several specific ones. The general comment
is that the language is too general and does not focus on CIA
objectives, goals and activities. For example, in the
Organization section the language "the CIA is made up of
operating elements that are critically dependent on one another"
is true for the vast majority of organizations. The same comment
? applies to the sections on People, Management and Standards.
3b. Several specific comments:
do not begin the Measure of Results section with a long
discussion of what we do not do. Focus on what we do.
in the Purpose section, substitute "policymakers" for "a
broaa range of consumers" for the people we serve.
add "unbiased" to the description of the type of
intelligence support we provide. Sentiment on this
issue was sufficiently strong to suggest changing
"satisfy our customers" to "supply our customers" in the
Measure of Results section because our job is to provide
policymakers with accurate information and judgments
regardless of whether the information makes them happy.
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7 February 1984
MEMORANDUM FOR:
FROM
SUBJECT
. The CIA Credo
1. Our branch met twice as a group, first to discuss in
general terms what the credo should include, and again after
studying the model or proposed statement. At the second session,
we began drafting our own version based on our earlier meeting
and on our reaction to the model. Each member then drafted a
revised section and turned it in to me. After my editing and a
few minor substantive changes, the draft was reviewed one final
time by the members of the branch. The result is our own
Statement, which is a revision of the model suggested to us.
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Proposed
STAT
Statements of Goals, Principles and Standards for CIA
Purpose. All of CIA's efforts are directed toward providing
timely, accurate, and comprehensive foreign intelligence support
to a broad range of consumers. We employ the best people and
technologies to collect and analyze information which will help
the US leadership make decisions to enhance the security and
prosperity of the United States.
Organization. CIA is composed of operating elements that
are critically dependent on each other to successfully fulfill
our purpose. Each element respects the responsibilities and
assignments of other parts of the organization and strives to
contribute to and make use of the role of other elements.
Ethics. Each employee is expected to act in the best
interests of the United States and abide by its laws. The nature
of our work requires the highest degree of integrity in
performance and conduct.
People. CIA's capabilities and success are critically
dependent upon attracting, developing, and retaining talented
people, and its future is related to the opportunities it affords
for their professional and personal growth. The Agency's people
are uniquely talented and dedicated and must meet exceptional
standards of performance and personal conduct. Skills are
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fostered through training, travel, and assignments. Personal
achievements are recognized by rewards commensurate with
.individual performance.
Management. CIA management at all levels demands excellence
from all personnel. Managers achieve results by creating an
environment that encourages professionalism, enthusiasm,
creativity, and efficiency.
Measure of Results. Our degree of success is measured by
the satisfaciton of our customers with the timeliness and quality
of the intelligence we deliver. This satisfaction often is not
expressed directly and is necessarily less tangible than the
profit indicator for a business enterprise.
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Standards. We seek to exemplify in everything we do:
-- leadership and recognition as the best intelligence
service in the world;
-- performance of the highest quality;
-- capability and flexibility to meet tough and sudden
challenges;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and
personal resources in our people; and
-- utilization of the most effective technologies.
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Our Critique of the Model Credo
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We consider the proposed credo a decent statement of what
the Agency should be and how it. should work. Our chief
complaints are that it is somewhat flat and that it is overly
wordy. The credo that we wrote, which is much like the original
but shorter, reflects our lack of serious disagreements with it.
More specifically, we had the following comments on the
version distributed to us:
Purpose. This section in particular seemed flat and
overly modest, omitting as it does any reference to the
higher purpose of intelligence.
Organization. A bit wordy, but essentially correct.
? Ethics. The statement that we should "be aware of and
sensitive to" the U.S Constitution and laws seem strange.
Why not "obey?"
People. This does not get across the idea that our people
are in many ways special and unique, nor does it recognize
the dedication and sacrifices required of those who work
for the Agency.
Management. The sentence should be reversed, so that it
first says what we want and then says how we get it.
Measure of Results. This was especially wordy, with
nearly all of the first half of the statement
expendable. It never does get to a good statement of our
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criteria for success, except for the intangible
"satisfaction of consumers," which should be explored in
more depth. The last sentenceL,which evidently considers
the size of the budget as a measure of results, is a bad
idea. A big and growing budget can as easily reflect an
effort to overcome deficiencies.
Standards. These were somewhat redundant but we felt that
was fine, and that only the order should be changed to
give primacy to the last tick.
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3 February 1984
MEMORANDUM FOR:
FROM
SUBJECT Branch Discussion of "Statement of Goals,
Principles, and Standards for CIA"
On 27 January 1984, members of thel (branch met for
two hours to discuss the possible contents of a short "Statement
of Goals, Principles and Standards for CIA" and to critique the
draft statement provided by the DCI. Although most of the branch
was initially skeptical of the utility of such a statement and
some resented being involved'in the drafting, the discussion
became intense and some of the participants got more caught up in
the issues than they probably anticipated. We spent much of our
time trying to develop a statement of principles that, while
general, would reflect the unique nature of the Agency, its range
of activities, and the special demands on Agency managers and
other employees rising out of the need for secrecy.
S The following comments are keyed to the DCI's draft
statement even though many of the ideas came out during a
discussion before the participants had read the statement:
Purpose. The majority believes that a statement of mission
could usefully be preceeded by a more general, patriotic
statement. (Suggested language: "The purpose of the CIA is to
help ensure the survival and well-being of the United States.")
Moreover, everybody agreed that a lengthier mission statement is
necessary to account for the Agency's diverse responsibilities
and to highlight the Agency's warning function. ("To provide
policymakers reliable and timely information and analysis on
international events, to warn of possible foreign developments
vital to US interests, and to carry out in accordance with legal
guidelines other assigned activities in support of US foreign
policy.")
Organization. There was little enthusiasm for retaining
this paragraph, as written, but no suggestions on how to improve
it.
?
Ethics. We believe there should be more stress on the
importance of personal and intellectual integrity. ("There is a
particular demand on employees to display the highest degree of
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intellectual and personal integrity because of the high degree of
? secrecy surrounding Agency work.")
People. Most participants considered the first two
sentences too general and the last sentence part of management's
duties.
?
Management. Many supported a statement obliging management
to ensure successful careers for both specialists and
generalists, an issue that has periodically gripped the DI. ("To
seek an appropriate mix of specialists and generalists to ensure
the Agency can perform its mission with flexibility and a high
degree of excellence.") We also agreed that the confidentiality
of Agency work places a special burden on management to recognize
good performance. ("The Agency makes special effort to foster a
sense of self-worth and psychological satisfaction among its
employees out of.a realization that excellent work will gain them
no public recognition.")
Measure of Results. There was strong sentiment for deleting
the first two sentences on how businesses measure results. While
everybody agreed generally on the importance of satisfying
consumers, many participants were concerned about the possibility
that this could be interpreted very narrowly and lead to
politicization, "trendiness," or concentration on issues
identified solely by consumers.
Standards. A majority believed this material should be put
into the other appropriate sections.
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?
2 February 1984
FROM
SUBJECT
1. Attached is our Branch response to the Director's
request for a statement of the working analysts' appreciation of
the Agency's mission and goals. Our Branch spent about four
hours in discussions on these issues and the memorandum is a
distilled rendering of the views we hold in common.
2. Our Branch chose not to address the Director's draft in
detail but to allow our own concepts to speak for themselves.
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Mission
? Collect, analyze, and disseminate accurate and timel
Y
foreign intelligence to those who formulate and implement US
policy, allowing them to make decisions in the interest of
national security.
Beliefs
We believe that we contribute a unique and vital service to
the President, the executive branch, and the'elected
representatives of the American people in their efforts to
protect and promote US interests abroad.
We believe our work must be compatible with the values
embodied in the Constitution and in the high ethical standards
that constitute the legal and moral foundations of the United
States.
We believe this also places a responsibility on us to serve
with integrity and follow the highest standards of professional
conduct. These standards can only be achieved if they are upheld
by all CIA employees at every level, at all times.
Standards
? From our American heritage, we have learned that the
strength and legitimacy of our form of government derive from
reliance placed on individual initiative and responsibility. So
too, we believe that our effectiveness reflects the confidence
placed on the individual employee to hold himself/herself to. the
following standards:
-- 1. Our work is produced to satisfy specific consumer
needs and to alert policymakers to trends we consider
important.
- 2. Our work is honest and objective because it is free
from political influence and institutional bias.
- 3. The high quality of our work is the result of an
atmosphere that encourages creative approaches to
problems and reflects respect for employee
professionalism and expertise.
Measuring and Maintaining Quality
-- 1. To sustain excellence, we must attract, train and
maintain a highly motivated and qualified corps of career
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intelligence officers who share a common commitment to
the Agency's mission.
2. Employees should be consulted--not merely informed--
about assignments.
3. Promotions and financial bonuses should accrue to
those who do the work.
?
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ADMINISTRATIVE - INTERNAL USE ONLY
9 February 1984 STAT
MEMORANDUM FOR:
SUBJECT . Statement of Goals, Principle's and Standards for CIA
STAT
Draft statements from) ~.ere largely from the point of view of
the Directorate of Intelligence. Our recommendations for other areas of the
Agency would have to be general and thus of little utility.
GOALS, PRINCIPLES, AND STANDARDS FOR CIA STAT
Mission
The Agency's mission is to:
-- Collect, analyze, and-disseminate timely, useful,, and objective
intelligence, gearing it as closely as possible to the specific needs
and interests of policymakers.
-- Protect sensitive information.
-- Carry out activities designed to influence foreign affairs in
accordance with US policy, as directed by the President and in
consultation with Congress.
Principles and Standards
The Agency, acting to the extent possible as a single organization, must:
-- Follow the letter and spirit of the Constitution and laws of the
United States, endorsing as an Agency and as individuals the
principles and moral values of our nation.
-- Protect its reputation for fearless objectivity. While maintaining
close contact with policy consumers, we must avoid political,
personal, or bureaucratic constraints on our analyses and judgments
and, in particular, be willing to deliver "bad news" when necessary.
of a component or of the
-- At all times subordinate bureaucratic goals
,
Agency as a whole, to national security needs.
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People and Organization
In our effort to produce high quality, timely intelligence, we will be
guided by the following philosophy:
-- Managers facilitate the production of national intelligence, guiding
the process based on their knowledge and experience. At the same
time, they must promote the maximum possible level of autonomy and
creativity among employees, relying on employee maturity and
professionalism.
-- "Forward-leaning" must be encouraged; because of the high quality of
our employees, even "best guesses" are valued. The corollary is that
on occasion we will be wrong.
-- Advancement and promotion will be on merit. Our business is timely
intelligence production, but performance standards will be based
heavily on the quality of the information or analysis produced.
Comment on the DCI Draft Statement
Analysts in 0 Division agreed in general with the goals and principles
as outlined, but a common reaction was that the statement was a little too
general and "apple pie" to be of much specific or inspirational use. The
? Branches also were unanimous in their judgment that the current management
structure does not promote the flexibility, creativity, or freedom lauded in
the DCI's statement. The Branches' draft statements also put heavy stress on
objectivity in our policy support, a principle receiving only passing
reference in Mr. Casey's statement.
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?
FROM
SUBJECT
Statement byl (Branch of Goals,
Principles, and Standards for the CIA
Goals
- Collect foreign intelligence in a timely, thorough fashion.
- Produce high quality intelligence analysis as free as possible from
personal and political bias. Communicate this analysis to the
policymakers in a timely manner and in a format that is both accessible
and useable.
- Provide R&D support for the other agencies in the Intelligence
Community.
As directed by the President and the Congress, carry out activities
designed to influence foreign affairs in accordance with US policy.
Principles and Standards
- Provide maximum autonomy for working-level experts. Rely as heavily as
possible on the professionalism of the employees.
- Act within the letter of the laws that set out the Agency's form and
functions.
- Where the law is vague, the Agency should set its own standards. These
should include: resisting political constraints on our analysis and
being responsive to our consumers -- albeit not at the expense of
objectivity.
- Strive for timeliness, but where a choice is necessary between
perfection and having an impact, opt for timeliness and 90 percent of
perfection.
Thoughts on Mr. Casey's Draft
Purpose. The DCI says nothing here about the non-intelligence
activities carried out by the DO or the huge R&D effort in the DS&T.
? - Organization. The Director's comments here could apply to almost any
organization. Lacking is any reference to how to reconcile the "need to
know" principle with the goal being set.
STAT.
STAT
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- People. We find this good as a goal, but we wonder if whether the
statement reflects current policies.
- Management. There is a sense in the branch that individuals are not
uniformly allowed the kind of freedom referred to. We think that
meeting the Director's goal can best be achieved by giving as much
authority as possible to the experts at or near the working level. We
believe the Director's statement could be strengthened by an explicit
acknowledgement that mistakes need to be tolerated in the pursuit of
excellence.
- Measurement of Results. We wonder if consumers are always the best
judges of our results. What we write and say can often be judged by
another standard, namely, what happens. The reference to business at
the beginning of this paragraph seemed out of place.
- Standards. We wonder who could ever be the final arbiter of which is
the best intelligence service. In general this paragraph struck us as a
compilation of things that had already been covered or should have been
covered in previous sections.
STAT
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?
7 February 1984
FROM
SUBJECT
MEMORANDUM FOR:
Statement of Goals, Principles and Standards for CIA
Mission:
To collect, analyze, disseminate to policymakers, and protect foreign
intelligence important to the vital interests of the United States.
Goals:
To ascertain the intelligence needs of policymakers.
To produce intelligence which meets the specific needs of the
policymakers/consumers.
To eliminate hierarchical and organizational barriers to the internal
dissemination of information important to the accomplishment of our mission.
To minimize the layers of bureaucratic and managerial review which hinder the
timely accomplishment of our mission.
People:
To do everything necessary to hire and retain the people most qualified to
accomplish our mission.
To move towards the goal of one Agency by doing everything possible to
eliminate the distinctions of title and category which divide us, such as the
distinction between clerical and professional, restricted dining areas,
parking privileges and other marks of.status.
To abolish as far as possible all barriers.to advancement and mobility within
the Agency.
To encourage initiative, innovation and imagination even at the risk of being
wrong.
Standards:
To perform our duties in a manner fully consistent with the laws and
principles of our country.
To place the national interest and intellectual honesty and objectivity over
all considerations of personal, bureaucratic, or political interest.
? To judge the value of our efforts on qualitative rather than quantitative
standards.
STAT
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? Comments on Mr. Casey's Draft:
There is general agreement that this draft represents an appropriate statement
of goals and standards for the Agency. There is also agreement, however, that
in a statement intended to.serve as a source of inspiration great care should
be taken to avoid language which could foster complacency rather than striving
for improvement. We believe it would be preferable to use words such as "must
be" or "should be" rather than "is" or "are" in describing the Agency's
standards and goals.
0
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?
9 February 1984
MEMORANDUM FOR:
SUBJECT Recommendations for Statement of Goals,
Standards and Principles for CIA
In accordance with the DCI's directive, the members of the
Branch of the DI'sl 25X1
reviewed the materials summarized from In Search of Excellence as
well as the DCI's draft of CIA objectives. Attached are the
findings and recommendations of the Branch which 25X1
are the result of a lengthy and intensive discussion of the
issues.
In general, the members of the branch are in full
concurrence with any effort which strives to set excellence as an
ultimate Agency goal even if some were skeptical that this effort
would mo,ve us toward that end. All were agreed that a final
statement of purpose or standards, as with any creed, must be
specific enough to address the particular problems that we as
Agency employees face; once written, must be held as a sacred
measure against which individual and corporate efforts can be
evaluated; and must only be a first step in creating an
environment in which one can strive for one's best.
?
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Branch Recommendations
for Statement of Agency Principles
Reactions to DCI Draft of CIA Objectives:
Branch members were unanimous in their reaction to the DCI's
draft statement: although the draft touches on many important
aspects of our work, it is too general and bureaucratic in tone
to serve as a positive statement of conduct. The statement on
Purpose was acceptable but not inspirational. Branch members
thought the DCI's statement addressed important issues in the
sections on Organization, Ethics, People and Management but
recommended specific changes to each.
II. I (Branch Proposals for Statement of Agency
Principles
Purpose. To collect, analyze, and disseminate timely,
useful and objective intelligence and to perform other
intelligence support activities in the bes.t manner possible in
order to promote the National Security interests of the United
States within the guidelines set forth by the President of the
? United States and other constitutionally delegated authorities.
Strategic Goal. To be recognized at all levels of the US
government as the singular, most responsive intelligence support
agency with the greatest base of comprehensive knowledge and
expertise on all matters within our purview.
Production. The output of the Agency and that of each
component will be primarily responsive to consumer needs as well
as to the long-term security interests of the United States. At
the same time, the output of the Agency must meet a high criteria
of objectivity and not be debased by supporting internal
bureaucratic or parochial interests.
Organization. The organizational structure must primarily
ensure that the Agency can meet its goals and purpose by
promoting flexibility to achieve priority tasks as well as
internal and external communication to the fullest extent
possible.
People. CIA's people are the root source of its capability
and are fundamental to the' production of a superlative product.
Their freedom and creativity must be ensured by positive
reinforcement, promotions based on merit, job security, and
performance targets based more on qualitative rather than
quantitative factors. Moreover, recognition must be equally
given to those. Who excel in a substantive area as well as those
who show management potential..
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Management. Managers must help employees meet defined and
? achievable targets, maintain open doors, and marshall the whole
organization, when necessary, to produce a superlative product.
Ethics. The Agency as a whole and each individual member
must conform to the letter and spirit of our Constitution and
laws. The Agency must promote individual ethics and inteqrity of
the highest order and allow individuals to follow those ethics
without repercussions.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
?
development of outstanding skills, confidence, and
personal resources in our people;
- utilization of the most effective technologies;
- capability and flexibility to meet tough and sudden
challenges; and
- leadership and recognition as the best intelligence
service in the world.
SECRET NOFORN
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6 February 1984
STAT
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MEMORANDUM FOR:
SUBJECT .: Statement of Goals and Principles for CIA
STAT
Following is a draft statement that was prepared by the branch chief on
behalf of all members of the branch and essentially reflects our ideas and
opinions. Similarly, we are providing comments on the DCI's draft statement
that were arrived at by the whole group.
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is
Statement of Goals and Principles for CIA
Purpose. We exist to support the foreign policy of the United States as
articulated by government leaders on behalf of the people of the country. To
this end, we provide timely information, judgments that are as free from bias
as humanly possible, and other assistance necessary to protect, preserve and
promote the legitimate interests of the Republic.
Ethics. Our organization is subject to the Constitution and laws of the
United States, and we also endorse the principles and moral values of our
nation. Our personal integrity and the integrity of our work must be beyond
reproach and we are obligated to judge at every stage whether our actions meet
the high standards of our citizenry.
Organization. Although the CIA has many different goals and responsibilities,
all of its individuals must view the organization as a single entity. To
quote.an old Tory nostrom, "a banana that leaves the bunch is usually
skinned."
People. It is only by hiring and keeping the most talented people that we can
begin to do our job. Each individual should be given as much latitude and
responsibility as possible along with extensive opportunities for professional
and personal growth. Advancement should be based on merit alone and there
should be other tangible evidence that superior performance is valued.
Management. CIA management's primary responsibility is to ensure that the
needs of its consumers are met. A very close second, is its obligation to
foster and develop the most creative and effective personnel. Some failures
must be expected and tolerated so as to encourage creativity -- and establish
conditions for success.
Judging Our Performance. There is no absolute standard for ascertaining the
quality of our performance. We should be confident that we are providing the
very best support that we can to our consumer. and solicit their views whenever
possible. People in CIA should be aware of whom the consumers turn to when
they need a problem solved -- and if it's not us -- strive to make this
organization the first choice of policy makers.
Comments on DCI Draft Statement STAT
Purpose. We believe that there should be more stress on the non political
nature of our support to policymakers. It also appears that this statement is
directed more to the DI than to the CIA as a whole and should be better
focused.
Organization. There should be emphasis on the notion that at no time should
the interests of any component come before those of the US.
?
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Ethics. Section appears to be directed to the individual's responsibilities
? to the organization rather than to CIA's obligation to the nation. It should
go beyond just legal requirements and speak to morality and ethical
standards. As formulated, the paragraph seems to be an admonition not to
reveal classified information rather than a clear statement of overall ethical
obligations.
People. We would replace "root source" with "fount." More to the point,
section implies that people are only good after they are trained at CIA. Our
opinion is that we start with the best -- and they keep getting better.
Should also note that people need to be given latitude and a feeling that they
are well regarded to do the best job.
Management. The term "well defined objectives" should be-a subset of a
general statement on the philosophy of management. Our overall objective --
to collect relevant information and to understand what is going on in the
world -- is far from well defined. The section seems to place a limit on
creativity. Phrases such as "efficiency, accountablility and results" also
are useful second echelon objectives, but they seem less suited to
establishing a climate for people to predict, and perhaps avert, World War
III.
Measure of Results
The section has too much explanation. There is only one operative
sentence which begins, "Still its results are in . . ., . We think that the
? list of standards are an unnecessary restatement of the material in the
preceding paragraphs.
?
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10 February 1984
MEMORANDUM FOR: Mr. William J. Casey, DCI
THROUGH:
FROM:
SUBJECT:
Statement of Goals, Principles, and
Standards for CIA
During the course of our branch meeting, a strong concensus
developed around the DCI's proposed goal statement dated
24 January 1984. While no significant improvements were
suggested, several branch members discussed variances between the
ideals expressed in this goals statement and the day-to-day
organizational realities experienced on the job. Therefore we
wish to make the following points:
We are concerned about the inherent difficulty
n understanding the "purposes" of the CIA. The need for
compartmentation in an Intelligence service reduces the flow of
information and ideas which could foster a greater understanding
of each component's mission, thereby strengthening the concept of
a unified corportate purpose.
RECOMMENDATION: Each Directorate should frequently
share with a crosssection of Agency personnel its own
goals and objectives. This effort could be
accomplished through "Trends and Highlights" seminars.
2. The utilization of our most valuable resource - people - must
be improved.
RECOMMENDATIONS: Initiate studies to determine if the
use of IAs in the DDI should be expanded. -- SAFE should
be brought on-line as soon as possible - let's bring the
DDI into the 20th century before time runs out! --
Eliminate unnecessary reporting at the Office and
Directorate levels. -- Expand the rotational assignment
opportunities available to lower graded professional and
technical personnel.
CONFIDENTIAL
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STAT
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Iq
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?
?
STATEMENT OF GOALS, PRINCIPLES, AND STANDARDS FOR THE CIA
Purpose. The purpose of the CIA is to support US foreign
policy by providing timely foreign intelligence support--
including collection, analysis, and warning--for the President
and other US officials on a wide range of foreign security issues
and by conducting legally authorized covert activities when
necessary. All of our independent and collective efforts are
directed toward being the best intelligence service possible in a
free society.
Organization. The CIA is a single organization with a
single purpose. Our ability to achieve this purpose depends upon
the collective and cooperative efforts of all operatiing
elements. Without this cooperation, the ability of each element
to perform its function is diminished.
Ethics. Agency activities are carried out under the
Constitution and laws of the United States. Every member of the
Agency must be personally aware of, and sensitive to, the letter
and the spirit of this legal and moral obligation. CIA employees
seek to maintain the highest standards of conduct, integrity, and
commitment.
People. The Agency cannot afford to have less than the best
and most dedicated people. Our future depends upon the
recruitment, recognition, and retention of the most qualified
individuals, their development, and the wise utilization of their
skills, knowledge, and insights.
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Management. The Agency's operating style is to foster risk-
taking, initiative, and creativity, while maintaining
accountability for results at all levels. We encourage open
communication, delegation and responsibility, and independent
judgment in an atmosphere free of unnecessary bureaucratic
burdens. We seek to develop and utilize the most effective
technologies and methodologies, to create the capability and
flexibility to foresee and meet sudden and difficult
challenges. Advancement and reward are based soley on merit.
Measure of Results. The results of the Agency's endeavors
are measured by their soundness, relevance, and timeliness.
Intelligence contributions must be objective and not biased by
partisan interests. The ultimate measure of the success of
Agency activities is the continued security of the United States.
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?
13 February 1984
?
SUBJECT: Agency Principles and Goals Statement
Attached are comments I prepared based on a discussion with
the three Branch Chiefs. did not participate in the group
discussion because he was in training but I did discuss the draft
statement with him.
Attachment:
As stated
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?
Discussion in thel (Division
focused on the proposed statement of goals and on alternate
formulations more than on the generic question of the Agency's
goals and objectives. Key points raised in the discussion among
the Branch Chiefs included:
? There was a considerable initial degree of cynicism
among analysts that disappeared as the Branch
discussions progressed. Some analysts later expressed
satisfaction at having participated in the group
meetings. Some expressed doubts about the extent to
which the final statement would be implemented.
? The need to reflect unambiguously in the "statement of
purpose" and "measures of results" the paramount
importance of independence and objectivity in the
Agency's work.
? Concern over the significant gulf that still exists
between the DI and the DO. Many analysts feel that DO
counterparts do not want to work closely with DI and'
that DO officers are too willing to go directly to
policy consumers without reference to the DI analytical
contribution.
? Willingness to take risks at the individual level is
much lower than at the institutional level.
Directorates are willing to reorganize, Offices will
create new centers, but analysts and branch chiefs feel
constrained from independent action.
? Much inconclusive discussion on the proper substantive
issues for Agency consideration. Some analysts were
concerned that we have gone into areas where there is no
real role for intelligence simply because we can
deliver. Others reacted favorably to the broader
mandate as reflecting Agency adaptation to changing
times. Some feelings that statement of goals should not
seek to recapture the past but should reach out to the
future.
0 The role of personal ethics in our collective behavior
was also discussed. Most felt making ethical behavior
of the organization a personal requirement was
important. Some believed this should not lead, however,
to placing personal ethics over and above our
professional responsibilities when the latter remain
within the legitimate functions of the Agency.
? All agreed on the need to make sure the vital importance
of people was spelled out more strongly than in the
draft. '
?
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? Measure of results. All felt a discussion of business
results was inappropriate for an Agency credo. Strong
feelings also that results should not be measured only
in "satisfaction" of consumers. Some may not want to
hear what we have to say. That does not mean we are not
fulfilling our purpose.
? Use of "standards" was felt to be redundant and
confusing. A statement of goals and principles is
sufficient.
Alternate language for the Agency statement was provided by
each of the Branches, as reflected in the attached reports. At
the Division.level an attempt was made to redraft the statement
not so much including all of the specific new language but trying
to capture the sense of the discusison.
?
?
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Statement of CIA Goals and Principles
?
?
?
Purpose
To provide accurate, independent, comprehensive and timely
intelligence support--including collection, analysis, and special
activities--to US foreign policy and military officials on issues
affecting US national security. All of our independent and
collective efforts are directedrtoward this purpose.
Organization
Our ability to achieve our purpose depends on the collective
and cooperative efforts of all of the Agency's operating
elements. In carrying out our mission each element will
undertake to support and make use of all the functions of other
relevant elements.
Ethics
Our activities are carried out under the Constitution and
laws of the United States. Every member, of the Agency must be
personally aware of, and sensitive to, the letter and spirit of
this legal obligation, and manifest the highest degree of
personal integrity in performance and conduct.
People
The Agency's employees are the fundamental source of its
capabilities. The Agency's future vitally depends on the
development and growth of all of its employees through
challenging assignments, and appropriate training and travel
opportunities.
Management
The Agency can best achieve its purpose if it fosters
individual initiative and creativity while requiring
effectiveness, efficiency, and accountability at all levels.
Management personnel are selected for their ability to lead and
promote excellence by clearly formulating and stating objectives,
encouraging innovative and effective approaches to our work, and
providing clear guidance and forthright feedback to their
subordinates and superiors.
Measure of Results
The results of CIA's endeavors are measured by the
operational and analytical soundness, completeness, relevance,
timeliness, and independence of the intelligence it provides its
consumers. To be of value CIA's intelligence support must be
objective and avoid responding to partisan interests.
Ultimately, our success will be measured in our contributions to
fostering the security and prosperity of the United States.
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STAT
2 February 1984
?
?
SUBJECT: Branch Comments on DCI- Proposed Statement of
Objectives and Principles for CIA
In general, our discussions on the DCI's proposal were
lively and constructive. After reviewing the handouts, we
considered the purpose and mission of the Agency, the importance
of people to achieving our mission, the management of resources,
the ethical considerations associated with Agency activities and
the assessment of our performance. Attached are our comments on
the DCI's proposed statement and highlights from our discussions.
Attachment:
As stated
STAT
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Comments on DCI's Proposed STAT
?
?
?
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence
support to a broad range of consumers in a timely manner and in a
form to be of greatest utility. No matter what job we have or
the nature of our immediate tasks, our independent and collective
efforts are all directed towards this purpose.
We had no significant disagreements with the thrust of this
statement. We interpreted "intelligence support" to mean
intelligence assessments with the purpose of providing strategic
warning.
Organization. The CIA is made up of operating elements that
are critically dependent on one another to support their
individual and joint activities. Each element's departmental and
national responsiblities are respected and, in turn, will STAT
undertake to contribute to and make use of the role and
performance of other relevant elements.
Although agrees with the intent and purpose of the first
sentence we feel that ideal cooperation is negatively affected by
the decentralized functions of Agency components. We felt that
the second sentence should be recast to reflect the constraints
imposed on our organiztion because of security
considerations--"need to know".
Ethics. Our activities are conducted under the Constitution
and laws of the United States. The nature of our work is such
that every member of the Agency must he aware of and sensitive to
the letter and spirit of this legal context, and manifest the
highest degree of integrity in performance and conduct.
While a agrees with the Agency's present statement of STAT
ethics, we feel greater care should be taken to ensure that the
code is a visahle guide to all Agency operations. In addition,
the Agency should make every effort to provide the opportunity
for individual employees to function within his/her own moral
code without fear of retribution.
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People. CIA's people are the root source of its
capabilities. The strength of the organization is dependent on
the-quality of its people, and its future is related to the
opportunities it affords for their professional and personal
growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for
their ability to inspire enthusiasm and promote excellence based
on their own performance.
While a agrees fully with the statement that people are STAT
the root source of the Agency's capabilities and strength, CIA
should encourage, reward, and foster employee initiative and
creativity at all grades and levels in order to produce the best
possible effort. In this respect, greater attention to
individual career development could be shown by the creation of a
more flexible system to clearly identify future career paths as
well as parallel tracks for al employees. Some thought the last
sentence adds little to this statement and could be deleted.
? Management. CIA's operating style is to foster initiative
and creativity by allowing the individual great freedom of action
in attaining well-defined objectives, while requiring efficiency,
accountability, and results at all levels.
Like private industry the Agency should recognize that no
one management style/philosophy can be universally applied to all
elements of the organization. Agency management must maintain
the flexibility to meet changing responsibilities and
priorities. We favor a continued use of working groups or task
forces not only for crisis management but also to address special
and time sensitive problems.
Measure of Results. Business organizations measure results
in profits, return on investment and capital growth required to
deliver the expanded and improved service which further increases
profit and capital value. This is achieved by meeting the needs
of customers more satisfactorily than alternative sources. As a
public service, this organization does not have profitability and
? capital value to measure its results. Still, its results are in
the satisfaction of its customers in the value, relevance, and
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timeliness of the intelligence and operational inputs they
receive. Those results come from the qualities of its people and
their creativity, dedication, and success in utilizing technology
and resources to collect, analyze, and apply information and
judgment to foster the security and prosperity of the United
States. The resources needed to achieve those results come from
the way the President and the Congress and the public assess and
value these results.
While we agree that unlike business organizations, our
results cannot be measured in monetary terms, we nevertheless
feel that the Agency needs to continually search for effective
means to accurately and objectively evaluate its intelligence
function and product. Our discussion focused on measurement of
results in terms of the purpose and mission of the Agency--the
provision of timely and accurate intelligence assessments to the
senior policy makers of the US government. We noted that
strategic warning-however loosely defined-is still the main point
by which our efforts should be measured.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and
personal resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden
challenges;
-- leadership and recognition as the best intelligence
service in the world.
We thought this section could be trimmed to a brief sentence
that indicates that we seek excellence in our performance as the
best intelligence service in the world.
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Highlights ofl Branch Discussion
1. Purpose
? To collect, produce, and disseminate quality and timely
intelligence in support of the Executive Branch of the US
Government in matters of National Security.
? To make efficient and effective use of its technical and
material resources.
2. Organization:
Agency officers should be assigned to positions that best
use their talents and skills.
? Expanded use of working groups and task forces to handle
critical and/or time sensitive situations.
? Allowances should be made for individual management
styles.
? More inter-agency and inter-directorate rotational
assignments should he encouraged at all levels.
?
? A clearly defined code of ethics should he published to
guide the Agency's overall operations.
? The code should allow for each individual employee to act
within his/her own moral and ethical strictures without
penalty
4. People:
? To treat its employees with respect and in a professional
manner.
Allow for more opportunity for employee creativity.
? Encourage risk takers.
Promote avenues for more independent assessments.
Create medium for trying out ideas.
? Provide mechanism for constructive feedback.
? Parallel career tracks should he established for managers
and analysts. Officers should not be penalized for
wanting to remain in analytical positions.
is
5. Management:
? Improved collection strategies at all levels.
Foster development of in-house expertise
? Streamline management;, fewer layers of editorial and
bureaucratic review.
? More effective recruitment programs.
? Use rotational assignments to enhance officers' skills and
promote inter-office cooperation and understanding.
STAT
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? More consumer feedback is needed.
Informal briefings and conversations with consumers should
be fostered.
Consumers should be encouraged to call authors directly to
convey comments.
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Branch Discussion of Goals and Objectives for CIA
We believe that CIA is a group of professionals with an
individual and corporate responsibility to provide accurate,
independent, comprehensive and relevant intelligence. Support to
the policymaker should not be interpreted as telling him what he
wants to hear. CIA's purpose is to provide independent
intelligence on matters of vital national security interest to
the United States, whether or not this information accords with
the assumptions underlying current policy or with prevailing
views. We are responsible to this ideal; this is why CIA was
established as an independent agency, and not just an
intelligence support ~"rm of one of the policy agencies.
We feel that we do our job fairly well--that is, in
providing information that has been collected, analyzed,
evaluated, interpreted and communicated in a timely manner to a
wide range of policy consumers. While we certainly recognize
that there are areas in need of improvement, we strongly feel
that the CIA does search for excellence in its day-to-day
intelligence activities. As a group of professional intelligence
officers, we are not groping for a mission or sense of purpose.
We already have it, and it is this sense of purpose that brings
most of us to work each day.
We agree with the DCI that codifying a set of goals and
objectives is important to the mission and morale of any
organization, but we would like him to recognize that we have
already an esprit de corps and sense of purpose. It is not the
same spirit that unified and motivated people during the Cold
War. The CIA was a young and small organization then, and a
sense of high morale was easy to identify. The world has changed
since then. We work on a host of non-traditional intelligence
topics--subjects so new to the intelligence community that even a
decade ago, they would not have been considered legitimate
intelligence issues. This has resulted in new hiring patterns,
bringing together a group of people with different skills and
competencies than those possessed by employees in the 1950s and)
1960s. The intelligence officer of 20 years ago, in many cases,
would not necessarily have appropriate skills to be hired today.
The purpose of the Agency has not changed, even though its
mandate and areas of concern have broadened. We disagree with
Mr. Casey's assertions in his speech (pp.7-8) that the only way
we are competently performing our mission is by hiring a large
number of annuitants.
STAT
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Other points brought our in our discussions include:
1. It is through the coordination process that an individual's
work is transformed into the CIA's position. This is the way we
assure unbiased, accurate intelligence.
2. The focus on East/West problems may have been appropriate in
the early days of the Agency, but CIA's concerns must now be
broader if we are to fulfill our mission in the contemporary
world. The unique complexities surrounding collection and
analysis of non-traditional intelligence topics need to be
recognized at the highest level of this Agency. They present our
toughest challenges.
3. Risk-taking is an integral part of intelligence activities in
non-traditional areas. Managers must be willing to experiment in
new fields of research and support failure. This is an
inevitable cost of innovation.
4. A statement of organizational ideals will not improve
performance unless efforts are made to realize them. CIA has to
undergo some changes in current organization if the ideal
operating principles described by the DCI are to be put into
practice. We are one agency, and greater intra-organization
coordination needs to be implemented. All parts of the Agency do
not necessarily recognize their fundamental dependence on other
parts. This, we note from direct experience, is particularly a
shortcomming on the DDO's part. The independent mission of the
CIA cannot be conducted if the collectors of information are also..
its analysts. STAT
Branch's Statement of Goals, Principles and Standards for CIA
?
Title: Amend title to read "Statements of Goals and
Principles for CIA". Goals and principles set our standards. It
is redundant to discuss "standards" apart from goals and
principles.
Purpose: Revise to read "To provide accurate, independent,
comprehensive, and relevant intelligence--that is, information
that has been collected, analyzed, evaluated, interpreted and
communicated in a timely manner--to a broad range of consumers.
No matter what job we have or the nature of our immediate tasks,
our individiual and collective efforts are all directed toward
this purpose."
Rationale for Changes: Definition of intelligence needs to
be included; expression "in a form to be of greatest utility" is
eliminated as too wordy and assumed in other parts of
definition.
Organization: No changes in definition, but we would like
to note that we have a long way to go to meet this laudable
goal. Not all parts of the Agency are willing to examine or
acknowledge "their critical dependence" on other parts of the
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Agency. It is critical also that this Agency act
as one
?
organization--not a series of agencies. The DDO
analysts of the information it collects and must
its take.
cannot
share
be
more
the
of
?
Ethics: We propose to add the word "personal" in the last
clause--"and mansifest the highest degree of personal integrity
in performance and conduct." The draft definition as formulated
is a legal definition of the mission's ethics. It lacks a
statement of individual professional ethics, which includes
personal integrity and honesty. It is our belief that every
member of this organization has an responsibility, and indeed
obligation, to do his job with the highest degree of personal
integrity and honesty.
People: In sentence two, we propose to change the phrase
"its future is related to the opportunities it affords...." to
"its future vitally depends".... This change strengthens the
sentiment of the definition--that people are the CIA's source of
capabilities. We also propose to eliminate the last part of the
last sentence (beginning with "management personel") because this
more appropriately belongs in the next section entitled
"Management".
Management: We suggest that the first sentence end with
"well-defined objectives", and a second sentence be added to read
"Management personnel are selected for their ability to lead
people, to promote excellence based on their own performance, and
to be responsible for their decisions." We would like to
emphasize the importance we attach to the lesson of America's
best companies--that management personnel inspire enthusiasm by
their capabilities as leaders, their willingness to risk and
support failure, and their willingness to puruse innovative
solutions.
Measure of Results: We propose a redefinition of the draft
objective because a discussion of the way businesses measure
results, while interesting, is not appropriate in a short,
public, and inspirational statement of CIA's principles. The CIA
is not a business; its mission is unique.
Therefore, we propose: "The CIA will provide relevant and
timely intelligence to consumers. It will foster the security
and prosperity of the United States and will be evaluated by its
performance in these areas." We stongly believe that the results
of the CIA should not be evaluated in terms of customer
satisfication. Our responsibility is to satisfy our personal and
legal obligations under the 1947 National Security Act; whether
or not this makes the customer (consumer) happy is irrelevant.
Standards: We suggest eliminating this section
in its
entirity because: (1)Most of the points are assumed,
or
?
explicitly included, in the other statements of goals
and
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objectives. The only new points are the fourth and sixth, and
neither of them are so central as to warrant a mention at the
level of a short, public statement of goals and principles.
(2)"Standards" are derived from successful implementation of
goals and objectives. By the same reasoning that prompted us to
suggest eliminating the word "standards" from the title, we
believe that its inclusion here also is redundant.
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S
31 January 1984
Principles, and Standards for CIA
Comments on DCI Statement of Goals,
Discussion Highlights
In general, our discussions on the goals, principles, and
standards for CIA went very well. Topics ranged from the goals/
purpose of CIA to the agency's organization, ethics, management,
employee policy, standards, and measurement of results. We used
the DCI's speech, the handed-out selections from the book I n
Search of Excellence by Peters and Waterman, and the book -itself
as starting points and guidance for our own survey of the mission
of CIA. Since our group is somewhat unique in the DDI in that
? nearly all have more than 10, and in some cases close to 20,
years of service and have worked together for a number of years,
we were able to offer longer term perspectives and provide
historical insights into the topics at hand. Specific highlights
and ideas generated by our discussions are listed in the
attachment.
Attachment:
As stated
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Comments on the Draft DCI Statement
While our group had no serious disagreements with the
general thrust of the draft DCI statement of goals, principles,
and standards for CIA, we felt some areas needed to be more
clearly focused and expanded to make the overall mission
statement a more clearly understood, viable document. Specific
comments on the draft are:
Purpose. To provide accurate, comprehensive intelligence
support to a broad range of consumers in a timely manner and in a
form to be of greatest utility. No matter what job we have or
the nature of our immediate tasks, our independent and collective
efforts are all directed towards this purpose.
Our group came up with essentially the same general
thoughts, except our discussion focused on the collection,
analysis, and dissemination of intelligence to policymakers and
the Intelligence Canmunity. We felt the purpose statement should
include a more complete definition of intelligence support to
reflect our high analytical standards, our reliance on viable
collection, especially HUMINT, and proper dissemination. In
addition, we felt that the statement "No matter what jobs we
have..." is misleading since it implies CIA will do anything even
if it is not in our charter or could properly be done better by
another goverrment agency. Accordingly, we felt that the purpose
statement should have a clearer focus and reflect the unique
capabilities of the Agency.
Organization. The CIA is made up of operating elements that
are critically dependent on one another to support their
individual and joint activities. Each element's departmental and
national responsibilities are respected and, in turn, will under-
take to contribute to and make use of the role and performance of
other relevant elements.
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Our group felt this statement needed considerable work. The
first sentence is true but the second sentence is unclear. In
addition, the diverse nature of the different components in the
Agency and how the linkages between them--especially the DDO and
the rest of the Agency--are to operate are not addressed. We
felt this was absolutely essential in an organization statement
on the CIA since there is a great deal of confusion in the Agency
over the working relationship among Directorates. Finally, since
the Agency is part of the Intelligence Community, the organiza-
tion statement should include a statement on the role of the CIA
in the community.
Ethics. Our activities are conducted under the Constitution
and laws of the United States. The nature of our work is such
that every member of. the Agency must be aware of and sensitive to
the letter and spirit of this legal context, and manifest the
highest degree of integrity in performance and conduct.
Our group had no problem with this statement.
People. CIA's people are the root source of its capabil-
ities. The stength of the organization is dependent on the
quality of its people, and its future is related to the
opportunities it affords for their professional and personal
growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for
their ability to inspire enthusiasm and promote excellence based
on their own performance.
This statement is fairly complete as it stands. We would
suggest changing "inspire enthusiasm" to motivate and "perfor-
mance" to continuing example in the last sentence. Also, we
would add another sentence on open communications among people at
all levels to encourage the free flow of creative analytical
ideas.
Management. CIA's operating style is to foster initiatives
? and creativity by allowing the individual great freedom of action
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in attaining well-defined objectives, while requiring efficiency,
accountability, and results at all levels.
Our group felt this statement needed some qualifiers. We
thought that allowing freedom of action is desired, but that
certain parameters need to be established to avoid potential
chaos. Also, one of the key tasks of management is to define and
carry through Agency objectives, which is not part of the state-
ment. Finally, there should be a sentence on the communications
responsibilities of all managers, to include giving positive and
negative feedback, establishing consistent standards, providing
career guidance, and establishing the purpose/ requirements of
management at all levels.
Measure of Results. Business organizations measure results
in profits, return on investment and capital growth required to
deliver the expanded and improved service which further increases
profit and capital value. This is achieved by meeting the needs
of customers more satisfactorily than alternative sources. As a
public service, this organization does not have profitability and
capital value to measure its results. Still, its results are in
the satisfaction of its customers in the value, relevance, and
timeliness of the intelligence and operational inputs they
receive. Those results cane from the qualities of its people and
their creativity, dedication, and success in utilizing technology
and resources to collect, analyze, and apply information and
judgment to foster the security and prosperity of the United
States. The resources needed to achieve those results cane from
the way the President and the Congress and the public assess and
value these results.
Our group had a lot of problems with this statement. We
felt the first three sentences were not required since they were
dealing with concepts that have nothing to do with measuring
results in the Agency. We suggest the following alterntive:
"CIA results are measured by the analytical sound-
ness, value, relevance, and timeliness--especially
warnings of impending crises--of the intelligence and
5
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EGRET
operational inputs provided to our customers. It is
imperative that our policy support be unbiased, reflect
our objective criteria, and not be tailored to support
politcally expedient courses of action. Those results
come from the qualities of its people and their
creativity, dedication, and success in utilizing
technology, sound analysis, and resources to collect,
analyze, and apply information and judgment to foster
the security of the United States. The resources
needed to achieve those results cane from the way the
President, the Congress, and our consumers assess and
value these results."
Standards. We seek to exemplify in everything we do:
? -- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and
personal resources in the our people;
-- utilization of the most effective technologies;
-- capability and f l exi bi l i ty to meet tough and sudden
challenges;
leadership and recognition as the best intelligence
service in the world.
?
While our group agreed that the standards listed were all
laudable, there was some confusion over the difference between
these standards and some of the goals listed in each category.
For example, the ethics statement belongs in the ethics section
as a goal, the capability and flexibility to meet tough and
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sudden challenges should be in the purpose section, as does the
? recognition as the best intelligence service in the world. We
recommend dropping the section and incorporating its ideas as
goals in the other sections.
?
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Branch Comments to DCI Request
for Assessing/Improving CIA Charter
1. Goals and Purpose
o Collect, analyze, and disseminate focused intelligence
to policymakers and Intelligence Community.
1. Analysis: best, leaning forward in those areas where
CIA has a unique capability
2. Collection: well-focused, driven by analyst needs,
not by technology
3. Dissemination: Targeted to those policymakers who
need the product.
a. clear definition of requirements
b. timely in new areas
c. more emphasis on HUMINT
?
II . Organization
o I f it works, don't change.
o NIOs:
1. anot her layer of bureaucracy from analysts'
standpoint
2. a window into CIA from outsiders' standpoint
o Achieve a better analytical balance between functional
and regional divisions and offices .
o Achieve a better working arrangement between DDI and
DDO.
o More symmetry between DDI off ices, especially for
production of current intelligence.
o Require an annual report on the Agency by the IG and
make it available to all personnel.
o Clearer definition of responsibilities between DDI
offices.
o Use of more cross-cutting task forces to overcome
component barriers.
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o Bigger is not necessarily better; need clearer
definitions of which each is to do.
o Greater recognition that DDI and DDO goals are not
always compatible.
?
III. People
o Attract best and brightest, with expertise in some
cases.
o Offer challenges.
o Establish an atmosphere conducive to increased pride in
CIA.
o Commitment to training at office level, in addition to
DDI level.
o Objectivity in job security. Demand honest fitness
reports. Analyze raters at all levels.
o Encourage creativity.
o Provide rewards and/or recognition to all levels, not
just SIS.
o More area familiarization trips.
o Improve corrmunication at all levels.
o Strict adherence to EEO standards.
o Match skills and jobs.
o Hire, train, and retain the best available people and
recognize worth of experience of older hands.
o Provide an atmosphere that encourages research and
offers challenging jobs.
IV. Management
o What is purpose/ requirements of management, at all
levels?
o Management should be evaluated from both top and bottom.
o Provide guidance and atmosphere for creativity--pleasant
working conditions.
SECRE~i
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o
Help gain a sense of satisfaction and accomplishment
from work.
o
More communications, especiall
y positive and negative
feedback.
o
Lean staffing; clearer definit
ion between staff and
line.
o
Guidance in training.
o
Weekly conferences with employ
ees--formal and two-way.
o
Establish clear standards and
be consistent.
o
Encourage ideas, not format--e
specially in review
process.
o
More informality.
V. Measuring Results
o Establish a mechanism for consumer feedback, especially
if Office Director gets word back.
is
o Stay close to consumer.
o Attach a comment sheet to each finished report for
consumer feedback.
o Quality, not quantity.
o More PES evaluations.
o More consumer/producer seminars.
o Less waffling in products, more use of footnotes if one
analyst or agency disagrees with conclusions.
?
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principles prepared by the
Synthesis of CIA Mission and Goals
1. Forwarded is a statement of Agency mission, goals and
based on drafts of similar statements prepared by
our individual branches. Copies of the individual branch
statements are also attached.
STAT
STAT
2. Major differences between our mission and goals
statements and the draft statement prepared by the DCI are as
follows:
o We have clearly stated the role of the Agency in
performing certain special operations (covert
activity, counter intelligence operations, etc.)
o We have emphasized the product of the Agency,
specifically the value of intelligence analysis.
o We have not singled out the area of ethics but
instead have woven it throughout our statement.
Overall, I believe our statement is more explicit and calls for
stronger, more specific actions. Many of our people felt the
DCI's draft reflected a somewhat detached view of the Agency,
expressed in the words of a businessman rather than someone more
familiar with the Agency's activities.
Attachments:
0 As stated
STAT
STAT
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ADMINISTRATIVE - INTERNAL USE ONLY
STAT
?
Statement of Mission, Goals, and Principles
?
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Mission
Provide timely, accurate, and comprehensive intelligence
analysis and reporting to senior US policymakers on matters
affecting the US national security. Within bounds of
Constitutional, executive order, and other legal constraints, the
Agency should also undertake select operations that seek to
further US national security interests.
Principles
Strive to become the best intelligence service in the
world. Be action oriented with performance of the highest
quality. Be flexible and willing to adapt to new challenges.
Fostteer honesty, integrity, and sponsibility, Strive for an
Agency reputation for integrity with the US public.
Organization
Provide a professional working environment which encourages
excellence in all activities. Promote a climate of cooperation
at all levels to fulfill Agency mission. Develop a flexible
organizational structure to make the best use of diverse
resources. Foster a creative intellectual environment that
encourages open discussion of alternative views. Create a
physical environment -- plant, equipment, and materials -- that
is conducive to productive work and high morale.
People
Recognize that our people doing analysis, developing new
collection systems, and engaged in collection are the heart of
the Agency. Attract, develop, and retain dedicated and talented
people. Develop personnel programs and benefits packages that
are second to none in the Government. Encourage people to behave
in a professional manner, in appearance and conduct, and with
esprit de corps. Recognize and reward excellence and respect
experience. Promote from within and compensate by merit, where
merit is based on quality of performance, not seniority or
politics. Provide opportunities for advancement and development
through training and assignments, including parallel career paths
for specialists and managers.
Management
Foster organizational goals by encouraging and rewarding
creative thinking, initiative, and high quality performance while
maintaining accountability for results at all levels of the
Agency. Promote achievement of well-defined goals by minimizing
administrative and bureaucratic burdens. Encourage action,
flexibility and risk taking. Provide for continuity and depth of
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capability in addressing important Agency responsibilities.
Encourage open communication between management and staff.
Product
Provide the best possible intelligence support for US
policymakers, never compromising quality of product or service.
Ensure that the analysis is integrated, comprehensive, timely,
and objective, allowing for differing viewpoints. Recognize tha
substance is more important than form. Recognize that
policymakers are our major customers and we must respond to their
intelligence needs in a timely fashion. Provide for internal
review of our products and services to ensure quality and
comprehensiveness.
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irectorate of Intelligence
Central Intelligence Agency
GOALS AND PRINCIPLES
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I. Objectives
o Evaluate and disseminate all source intelligence which
affects the national security.
o Provide timely, accurate, and high-quality intelligence
assessments for US policymakers. Reporting
responsibilities should include:
-- Integrated and comprehensive analysis.
-- Worldwide coverage relevant to current and future
policy issues.
-- Continuing communication with customers.
II. Organizational Environment
o Promote a climate of cooperation between directorates to
fulfill Agency objectives.
o Foster a creative intellectual environment that allows
for an open discussion of alternative views.
o To maintain a standard of excellence the Agency should.
-- Provide the physical plant, equipment, and material
necessary to maintain morale, foster production,
and complete objectives of the Agency.
o A special focus should be on information collection:
modernize our communication network, develop
advanced computer systems, target worldwide sources
of information and maintain support systems for
production.
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III. Personnel
o The organization should work to attract and retain
dedicated and talented people. Focus should:
-- encourage action
-- recognize excellence
-- Provide salary and non-financial incentives
-- encourage flexibility and risk taking
STAT
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which spur creativity and objectivity while maintaining
accountability for results at all levels of the Agency.
IV. Assessing Results
o Measure customer satisfaction by following up on the
relevance, value, and timeliness of finished
intelligence reports.
o Provide for internal review of how intelligence is
produced, as well as the accuracy and comprehensiveness
of Agency finished intelligence production.
V. Foster a Positive Public Image
o Profile legitimate government needs for intelligence.
o Strive for an Agency reputation for integrity with the At
US public.
o Highlight the importance of CIA's role on the
international scene.
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o Be responsive to the environmental concerns of the local
governments.
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o The format of theJ (Branch write-up of
Agency Goals and rinciples is very similar in tone and
substance with the DCI's work.
-- The major difference is one of style rather than
substance; the branch draft is in outline form,
while the DCI's draft is .-:loser to paragraph form.
o We grouped DCI reference on people and management under
Personnel, but the overall thrust of both proposals is
very similar.
o Some of the people principles in the DCI proposal are
also contained in our Organizational Environment.
o We included considerations of Ethics in the broader
context of foster a Positve Public Image.
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Central Intelligence Agency
Raison d'Etre
Goals
o The Agency provides timely, relevant and objective
intelligence and analysis to the policy community on
any matters having in the broadest sense national
security concerns.
o The Agency should undertake select operations that
seek to further US national security interests within
the bounds of constitutional, executive order, and
traditional Agency constraints.*
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General Principles for Action
o Act.
o Do a job right or don't do it at all.
o Retain objectivity.
o Demonstrate outstanding ethics and high integrity and
responsibility.
o Improve our reputation.
o Encourage risk taking.
o Listen to the grass roots.
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* There was a division of opinion concerning inclusion of
this goal. Some believe the Agency loses its objectivity when
this principle is freely applied. These individuals are not
questioning whether the President should undertake the operations
but whether or not they should be included in the Agency's
charter. Others believe this goal should he included.
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Improvements for Analysis and Collection
o Provide more continuity and back-up in coverages.
o Think; don't recite.
o Be concerned with substance first, then form.
o Allow for differing opinions when warranted.
o Re flexible.
o Increase communication with policymakers.
Getting the Job Done
o Cut management/support staff.
o Realize that analysts and collectors are the heart of
the Agency.
o Cooperate.
o Provide flexible management to suit the job.
o Respect experience.
o Get, retain, and nurture talented people.
o Provide a professional working environment in all
respects.
Re wards
o Move beyond civil service benefits--the Agency
demands the best--pay for it.
o Provide truly parallel tracks for specialists and
managers.
o Provide exposure at all levels to see the results of
our work.
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Accountability
Rewards
Orientation
of Goals
Approach
Customer
Relations
Judgment
of Worth
Addendum
Differences with DCI
DCI
No explicit mention
Explicity mentioned,
for all levels
Mission oriented,
public service
Could almost he
used for any
firm/agency
Statement derived
from original
charter
Philosophical
Stresses satisfac-
tion of customer
Done at organiza-
tional level
Explicit mention
No explicit mention,
should have included
Practically oriented
More specific for
our organization
Statement derived
from current
situation
Pragmatic
Stresses objectivity
for customer
Done at individual
level
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STAT
Directorate of Intelligence
Central Intelligence Agency
GOALS AND PRINCIPLES
o Provide timely and comprehensive intelligence reporting
to policymakers.
o Create an environment which fosters honesty and I
integrity.
PRODUCT:
o Foster an environment which strives for excellence.
o Never compromise quality of product.
o Identify customers and respond in a timely fashion to
their policy needs.
PEOPLE:
? o Attract, develop and retain talented people.
o Encourage open communications between management and
staff.
o Promote from within, and compensate by merit, where
merit is based on excellence in product *or output, not
time-in-service or politics.
o Provide opportunities for advancement and development
through training and assignments.
o Encourage and reward creative thinking and new ideas.
o Promote and expect people to behave in a professional
manner, in appearance and conduct, and with esprit de
corps.
o Promote achievement of well-defined goals by minimizing
administrative and bureaucratic burdens.
o Develop personnel and programs to be able to respond to
long-term as well as short-term questions and
challenges.
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o Develop a flexible organizational structure to make the
best use of diverse capabilities.
o Create a physical environment that is comfortable and
conducive to productive work.
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8 February 1984
STAT
In response to the DCI's request for employee thoughts and
inputs to the crafting of a statement of objectives and
principles for CIA, Division personnel have deliberated
at several branch and division level meetings and produced the
following draft statement.
Our most significant views have been blended into a listing
of goals and principles which are similar in structure to those
of the original furnished draft. The opportunity to discuss
organizational issues also elicited a number of other basic
concerns which could not be aired through the goals and
principles statement. These are presented separately for your
consideration.
The central purpose of CIA is to develop knowledge of
foreign areas that is objective, accurate and relevant to current
and potential policy concerns, and to disseminate that knowledge
to government officials who make and monitor US foreign policy.
The Agency has a special responsibility to the President for
warning of threats to the national security of the US, and
undertakes other missions as directed by the President.
We structure our organization to best meet the needs of our
consumers and to address most efficiently the current generation
of policy issues. We use task forces and working groups to deal
with crisis or temporary situations and shift assets into new
areas when events and trends dictate their priority over existing
lines of inquiry.
Confidence in the competency and dedication of our personnel
and their judgement and expertise in decision-making and planning
shape the design of the organizational and procedural framework
within which we work. Work is delegated to the lowest level in
the heirarchy at which the function can be performed. Managers
and supporting staffs are limited to the least possible number of
levels consistent with effective use of resources.
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The nature of intelligence activities, while calling for a
high degree of discipline, accountability and quality control,
also requires an approach to people which imparts to every
individual a sense of the value of his or her special
contribution to the mission. This is essential not only for the
diversity and quality of our products but also for the security,
productivity and efficiency of the organization.
Supervisors have a responsibility to search out and
cultivate the special talents in each individual, and to
capitalize on them in the production process. Our success
depends on the interaction and interdependency of individuals,
rather than on personal competitiveness or conformity.
CIA subjects potential employees to one of the most rigorous
screening processes in the world, demanding demonstrated
accomplishment and potential in their fields, and the highest
standards of personal motivation and maturity. It rewards those
who qualify with challenging responsibilities and an opportunity
for a progressive career with a rich and wide range of
experiences. It provides a wealth of training and educational
opportunities to support the individual's development and career
progress, and a physical environment that is conducive to high
quality production.
Managers are selected for leadership ability in addition to
technical competence. They are rewarded for their ability to get
things done and and delegate responsibility.
Demonstrated productivity and a capacity for growth are the
essentials for advancement, and management deals fairly and
swiftly with people placed in positions either above or below
their performance and capability. The Agency has an
organizational commitment to providing equal opportunity for all
employees and to eliminating discriminatory attitudes and
practices.
Open lines of communication within the organization are
essential to its effectiveness. Secrecy and the need-to-know
principle are legitimate exceptions to this policy, but will not
be used to mask bureaucratic passivity or parochialism. Each
individual within the organization, and especially management,
cultivates an environment in which informality, trust and
enthusiasm for the work at hand overcome bureaucratic barriers to
the full utilization of all our assets.
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The nature of the intelligence business and the demands of
security pose powerful ethical conflicts for Agency employees--
whose hiring attests to their high ethical standards. Three
principals guide Agency personnel in the conduct of their
business. First, if a course of action presents significant
ethical questions, the broader objective is reviewed to determine
if another course of action is available. Second, no person is
pressed to engage in a course of behavior that is ethically
repugnant to him or her. Lastly, every member of the Agency must
be aware of and sensitive to the letter and spirit of the
Constitution of the United States and manifest the highest degree
of personal integrity in performance and conduct.
OTHER ORGANIZATIONAL CONCERNS WHICH ARE NOT INCLUDED IN THE GOALS
AND PRINCIPLES STATEMENT
-- That too much decision-making and responsibility has
accumulated at the top of the heirarchy, and that a more
decentralized organizational structure would achieve higher
morale and creativity.
-- That Security has become negative in its approach to
individuals, and that a program of education and expression of
confidence in employees would be more appropriate than the
investigatory, "guilty till proven innocent" approach.
-- That the personnel evaluation system has become cumbersome,
complicated, and too far removed from the everyday work of the
individual, with too much emphasis on conformity, and too
little on individual talents, styles and performance.
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STAT
GOALS, PRINCIPALS AND STANDARDS FOR CIA
Members of Branch met on 30 January 1984 to
discuss some of the principles and objectives that they believed
should be brought to the attention of the DCI for inclusion in an
Agency charter. Following is a summary of the ideas that were
presented in the general discussion:
Agency's Purpose (goals)
- provide the Executive and Congress with timely,
effective information on issues related to
foreign policy concerns
operate as a central collection agency for
national intelligence information
- provide other support, as directed, to implement
national policy
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- quality of Agency performance depends first of
all on recruitment and retention of superior
people
- individuals at all levels are provided with
maximum opportunity for personal growth and
advancement by continuing training and
challenging assignments
job security and advancement are based on
performance
work stimulates creativity and provides a sense
of satisfaction and accomplishment
employee benefits are commensurate with high
level of employee skills and achievements
- people feel full committment to, and
responsibility for, their work
- people display highest standards of integrity in
professional and personal behavior
- employees are provided a pleasant, efficient and
safe work environment
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is
Organization
clear, efficient lines of responsibility and
communication
lean and efficient management at all levels to
minimize paper work and confusion
structure and philosophy are flexible and
action-oriented
mutual respect and cooperation between
organizational components and hierarchy levels
to achieve common goals
Management
managers are selected on basis of leadership
capabilities
- managers lead by example and stimulate
enthusiasm
managers are willing to delegate responsiblity
and show trust in subordinates
- managers are given frequent training and urged
to practice what they learn
- ideas flow freely up and down organizational
channels
- managers know their people and visit workplaces
- promotions are based primarily on evaluations by
immediate supervisor, rather than impersonal
ranking system that compares people in different
jobs (ranking should be at Division level)
Following the unstructured discussion, branch members read
and discussed the draft charter that had been provided. The
general consensus was that it contained what could be expected in
such a brief document. A number of comments, however, were
raised:
- Organization--it was noted that communications
between the DO and DI still require further
improvement.
People--should add that satisfaction and sense
of achievement are important part of reward
system.
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Measure of'Results--several participants felt
that too much attention was given to comparing
the Agency with private industry and to noting
what the Agency is not. Further, it was noted
that not all customers evaluate the results by
the same standards or want the same results, and
that many accomplishments cannot receive wide
recognition.
- all believed that the last point should be
revised. The Agency cannot excercise leadership
over all other intelligence services. Suggest
"Recognition by our customers as the best
intelligence service possible within a free
society".
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February 1984
GOALS, PRINCIPLES AND STANDARDS FOR CIA
STAT
is
Methodology STAT
Reference materials were distributed to all members on
24 January with instructions to review the materia s an prepare individual
statements of goals, principles and standards for CIA. The Branch met again
on 2 February to discuss their individual erce tions; the results of that
meeting were synthesized and forwarded to Division on 3 February.
The discussion approach followed the Office guidelines generally, with
the single exception that both I and the individual members of the Branch
believed it would be useful to have some structural framework for the proposed
"code;" hence I suggested they group their thoughts under the general headings
suggested in the DCI statement provided to Branch Chiefs only.
The 2 February meeting consisted of an open discussion period on
what such a code should contain. As that meeting after 15 minutes appeared
to be headed in no useful direction, I handed out the DCI sample statement
and we proceeded to work out what we believed each such section should contain,
in the process evaluating the utility of each section. The comments each
section provoked are summarized below:
Purpose
--A single purpose for CIA is difficult to address because its many functions
(collection, evaluation, production and dissemination of intelligence, as
opposed to espionage activities, administrative support, etc.) are so diverse.
One analyst suggested listing different purposes for overt and clandestine
activities to overcome this problem.
--Another suggested the purpose should be to utilize funds and resources Congress
makes available for that purpose as effectively as possible in collecting and
evaluating intelligence data and in producing finished intelligence on topics
that the White House and Executive department agencies need to know more about
in decision-making and policy formulation. The feeling here was that more
emphasis should be placed on our Executive Branch consumers.
--The problems our Branch had with the sample definition were:
--It ignores the need to establish and maintain a pool of expertise that you
have to have to be able to provide such support.
--The term "intelligence support" is an umbrella term, but a disturbing one
in that it doesn't really describe what the DDI does.
--The word "foreign" should be inserted in front of the word "intelligence"
to avoid many of the troubles that have plagued us in the past.
--There should be some emphasis on anticipating consumer needs and providing
early warning of crucial problems that may come their way.
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Organization
--There was some consensus that the Bechtel version might serve as a good
example for such a statement in view of the tremendous diversity present in
CIA (Para. 4).
--One analyst suggested organizations are there simply to provide the most,
efficient structure possible so that the job gets done quickly and well.
--Another felt there were two types of organization here: those targeted on
specific regions or topics, and those targeted on broad issues that cut
across regional and topical lines*(e.g., Law of the Sea)
--Another suggested the Agency should be organized and managed:in a manner that
insures continuous monitoring, data accumulation and analysis on both topics
of great current importance and topics that experience has shown could become
important overnight, with the ability to produced finished intelligence on
any of.these subjects on short notice.
--The problems our Branch had with the sample definition were:
--It was too general & fluffy, doesn't say much, and was not up to the
quality of organizational statements in the corporate samples.
--It looked like it applied to only what the DDI does.
--There needs to be an emphasis on being part of a team even though we have
widely diverse functions.
--The operating elements should perhaps be more clearly specified.
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--The functional/regional expertise dichotomy should be addressed in it.
--There was a consensus that such a statement needed to address the requirement
for organizational flexibility, like the Bechtel statement, particularly in
view of the fact that flexibility is such an important feature of any
intelligence organization.
Ethics
--This topic generated the most debate of any. Honesty, truth and integrity
were the most often-heard terms. There was genuine concern that the ethics
of one Directorate might not necessarily be the ethics of another, and that
perhaps anything other than very general statements would be difficult for
some to live with. No real consensus was achieved as to what such a statement
should contain.
--One analyst thought people should seek to exert a positive influence on the
Executive Branch by actions that. demonstrated our search for truth, our honesty
in approach, and our willingness to spell out all policy. options in our work.
--Another emphasized objectivity: "Officials in the executive and legislative
branches that oversee Agency activities and personnel should constantly remember
the importance of maintaining an atmosphere within the Agency conducive to the
maintenance of high standards of objectivity and scholarship in the reporting
and interpretation of facts.
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STAT
Ethics (Continued)
--Another suggested that to maintain the freedom of our institutions, we must
work within the existing framework to carry out broader policy goals.
--We should always avoid "stacking the cards."
--We should comply with US laws.
--In response to the sample code, the following comments were generated:
--Legal is not necessarily ethical. Cover is not unethical, nor illegal here.
--CIA's people should have the courage to not undertake unethical acts ordered
by any person or authority.
--There may be a conflict between security standards and ethics, and that
conflict should be addressed.
--fhe basis of any ethics code is the development of socially-accepted levels
of behavior, and we need to think about and define what those are for an!!
intelligence agency, then put them in the context of legal constraints.
--Perhaps we can only carry out the spirit of the law here, rather than its
letter in all cases; and abroad, we cannot feel bound by other societies'
laws if we are to accomplish our jobs effectively.
People
--This issue also attracted a good share of attention. Such a statement should
deal with who we want to attract, the need for a wide spectrum of experience,
employee development, the need for independent thought, the need for positive
reinforcement, the need to acquire a variety of skills and superior intellects,
the need for integrity, the importance of offering room for career growth.
--In recruiting, the Agency should make clear to all candidates the importance
of its mission, the ethical standards employees must live up to, the motivations
for employment that are acceptable, and our hiring standards.
--With regard to the sample statement, there was little negative response. Comments:
--We are after "hard drivers," people who can quickly become resident experts
in their topics. We-screen applicants carefully,
--We always hired people who had considerably greater potential than the job
we hired them for, and told them that in the past, in order to allow room for
career growth and keep morale high.
--We hire people who are a cut above in all respects, including security concerns.
--We should offer superior growth opportunities.
--The Hewlett-Packard statement on pleasant work environment, satisfaction, etc.
should apply.
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Management
--There was a general consensus that it is difficult to separate management
and organization. Most observed that the kinds of management espoused in
the corporate samples presented to us are either different or diametrically
opposed to the kind of management style that seems to get the job done now
in the DDI, though there are some areas in the Agency where creativity and personal
freedom are highly valued by managers; and sometimes style changes are necessary
to get the job done.
--In response to the statement, there was a general feeling the sample was not
clear and that it was seemingly contradictory, in that it is difficult to
reconcile accountability with great freedom of action.
--The idea of teamwork was seen as missing in this statement,(cross-directorate)
--There are some areas where both types of behavior are required. Perhaps
this statement should focus on management fostering creativity in approach,
but ensuring through coordination and other processes that'.,the rest Of the
organization became involved in applying that creativity, obtaining balanced
views, and applying quality control measures so that the creativity was
effectively implemented.
--A chain of command is necessary and should be used.
--The idea of flexibility in building problem-oriented teams vis-a-vis the
corporate samples should be included.
Measure of results
--No concrete agreement on measure of results criteria could be obtained. A lot
of discussion on what constitutes feedback was generated. The only seemingly
good measure is the frequency with which our products are used and the reputation
they have for giving advance notice of problems for policymakers and accurate
interpretations of the available evidence. Reputation is a long-term thing
and quite difficult to measure. Production quantity has little to do with
quality unless most products are viewed as quality items,
--There was concern over how we deal with mistakes, which are not exactly
encouraged in the DDI. There was some thought that in the short term things
may look very good and draw kudos, yet prove in the long term to be quite
wrong.
-The sample statement had a lot of unnecessary stuff in it--especially the
first three sentences--that was inappropriate for this Agency.
--Results are not only customer satisfaction; they must be put in terms of
internal satisfaction that this is a good place to work--in morale and
retention terms, individual satisfaction,
--One person suggested using consumer surveys to measure success, though
that resulted in many groans around the room,
--The budget we get is a measure of results, but not a direct measure.
-4-
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Standards
--Everyone had difficulty with the inclusion of a standards section. Standards
were thought to be a part of each of the other sections rather than a standalone
item in a code. If anything we ought to start with standards, not end with them.
--One person noted that standards were not contained in any of the corporate
samples, and that we would be better off to integrate them in the other sections.
--One person felt we should move this section up front or lose it entirely.
--Standards are how you accomplish your purpose.
--In the corporate statements, goals are emphasized, not standards.
--Standards are more a part of ethics than anything else.
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3 February
STAT
GOALS, PRINCIPLES, AND STANDARDS FOR CIA
In attempting to formulate a statement of objectives and
principles for CIA, Branch members studied the background
material provided for about two days, after which they exchanged
their thoughts and ideas in an open, largely unstructured branch
discussion. During the discussion they identified the following
three separate, albeit complementary, purposes or objectives of
CIA as well as several methods or practices by which they believe
each can be achieved and maintained.
Objective 1: To provide consumers at all levels with unbiased
and comprehensive intelligence information that is sound,
insightful, and timely.
-- We are anticipatory rather than reactive; we develop and
maintain expertise such that we can reasonably predict what may
happen, not merely accurately analyze what has happened.
?
-- We are attuned to the needs of our consumers and make
every effort to ensure that our products are tailored to
satisfy them.
-- We are team players rather than isolated or competing
units or individuals; information is shared with and
solicited from our counterparts.
-- We treat each individual task and responsibility, no
matter how small or seemingly insignificant, as equally
essential to our role as intelligence producers.
-- We seek to develop and utilize the most efficient and
effective intelligence collection and exploitation
technologies and methodologies.
Objective 2: To protect the integrity of the national security
information with which we are uniquely entrusted as well as that
of the methods and sources from which it is derived.
-- Through meticulous screening and selection processes, we
hire only those applicants who have demonstrated adherence
to the principles of honesty, loyalty, trustworthiness,
and patriotism.
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-- We are each prepared to individually accept responsibility
for the protection of national security information
through a program of continuing education as to the laws
and code of ethical conduct governing its acquisition,
handling, and dissemination.
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-- We exercise the utmost discretion and judgment in
? exchanging classified information with others, not out of
fear of possible punitive action for our improprieties but
in realization of their potential deleterious consequences
for national security, foreign policy, and human life.
Objective 3: To maintain a working environment that fosters
professionalism, pride, and job satisfaction among Agency
employees and promotes the Agency's reputation for integrity and
excellence.
-- We hire only the highest-caliber applicants whose training
and skills uniquely qualify them for Agency employment.
-- We provide training, travel, and assignment opportunities
that provide for personal and professional development as
well as career enhancement.
-- We discourage and penalize passivity and complacency and
encourage and reward initiative, innovation, and
independent action; we recognize well-intentioned failures
alongside successes as attempts to get the job done.
-- We are confident in the competence and dedication of our
personnel and rely on their judgment and expertise in
decision-making and planning processes.
? -- We maintain an open channel of communication along the
entire chain of command and encourage a free exchange of
information, ideas, and opinions.
Branch Critique of the Draft Statement of Objectives and
Principles for CIA
is
Following the discussion of their ideas concerning a
statement of objectives and principles for CIA, brand} members
read and critiqued the draft statement provided. They were
unanimous in their general agreement with the substance of the
draft statement -- seeing it as differing from their own more in
terms of presentation than content. They did, however, identify
two areas in which they believe the draft statement could be
improved. The first concerned the lack of any mention of CIA
employees' somewhat unique responsibility for the protection of
highly sensitive national security information. Branch members
believe that this responsibility is so great and so pervasive in
its effects on their lives and actions that it warrants inclusion
in any statement of CIA principles and objectives. The second
was a general observation that while the draft accurately sets
forth CIA's goals, principles, and standards, it does not address
in adequately specific terms how these are to be achieved and
maintained -- something they attempted to do in their own
statement.
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STAT
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3 February 1984
Results of Statement of Organizational Objectives Meeting
Branch, by use of a brainstorming
STAT
session, generated 101 ideas for consideration as organizational
objectives. Of these ideas, about 90 were chosen for grouping
under four major categories: Product, Consumer, Personnel, and
Management. These compilations were then compared with the draft
Statement of Goals, Principals and Standards for CIA. It was the
consensus of the group that the draft statement could be improved
by 1) deleting some of the sections in the draft, 2) rearranging
and combining certain other sections, and 3) incorporating some
5 of the Branch's ideas that were not included or sufficiently
stressed in the draft.
Among the ideas that Branch members felt strongly about
? Maintaining open, honest, straight-forward
communications -- from, to, and within management, and
between all personnel in the Agency (within the
necessary constraints of security).
? Encouragement of new ideas and innovative approaches at
all levels.
? A strong but open-minded management style that inspires
personnel to put forward their best efforts.
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? Providing a physical environment that is conducive to
high quality production.
? Careful attention to equal opportunity concerns.
Of the four categories (Product, Consumer, Personnel, and
Management) the Branch generated by far the greatest number of
ideas on Personnel and Management. In addition to the above,
some of the thoughts expressed for these categories that were not
emphasized in the draft statement of goals included: -recognizing
employees as individuals and helping them to develop and fully
utilize their particular talents; the special responsibility of
senior analysts and other experienced employees to help
newcomers; the need to foster a spirit of cooperation and
teamwork between components and individuals; recognizing the
value of exploring a wide range of opinions and options;
willingness of management to delegate responsibility and avoid
micro-management; keeping abreast of and using the most advanced
technology; advocacy of a supportive management attuned to the
needs and feelings of the employees; involving all members of
production units in production planning; strengthening esprit de
corps; and maintaining institutional memory.
In regard to products
- finished intelligence reports,
briefings, and other forms of intelligence support -- the group
noted that they should be timely; provide effective warning of
attack-or other threats; be produced promptly against reasonable
deadlines; address a wide range of issues, many global in scope;
advance or protect United States interests.
Finally, in regard to the consumer, the Branch believes
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that: prompt feedback should be encouraged; intelligence support
? should fully meet the policy makers needs; and that every effort
should be made to create and maintain user confidence in the STAT
Agency.
With the exception of the Branch secretary, who was unable
to attend because of illness, all-members of the Branch
?
participated in the brainstorming session --
analysts and
the-Branch Chief. Contributions were made by every member of the
group and a general consensus was reached that the exercise had
been successful. The Branch has a positive feeling about the
process of brainstorming and looks forward to participating in
..,.... , .....:..- ___ __ _~L .. .. - STAT
Attached is an outline of the Statement of Organizational
Objectives Meeting and. Branch's revision of the draft
Statement of Goals, Principals, and Standards for CIA.
STAT
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5anitizea copy Approvea tor Keiease 2u1u/u1/2b : UTA-KUr2 bbUUbbbKUUUyU"IUtUUU"I-y
Statement of Organizational Objectives Meeting
TIME: 1400 Tuesday 31 January 1984
PLACE: I I office
1. First 15 minutes -- Introductory remarks by Branch
Chief, purpose of meeting, explanation of ground rules, format --
not fixed, but not to exceed two pages. Volunteers for various
roles -- facilitator, recorder, timekeeper, etc.
2. Next 30 minutes -- Brainstorming session for generation
of brief statements to be'considered for the "Statement of
-1 d
Organizational Objectives".
3. Next 15 minutes -- Selection of statements for further
? consideration.
4. 10 minute break
5. Next 15 minutes -- Grouping of statements, formulation
of headings or other ideas for presentation.
6. Next 20 minutes -- Comparison with draft statement of
objectives and consensus on Branch version.
7. Last 15 minutes Review of process, writing and typing
assignments.
is
STAT
STAT
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GOALS, PRINCIPALS, AND STANDARDS OF THE
CENTRAL INTELLIGENCE AGENCY
Purpose. To provide accurate, comprehensive, high quality
intelligence support to the President and a broad range of other
consumers in a timely manner and in a form that is of the
greatest utility. No matter what job we have or the nature of
our immediate task, our independent andcollective efforts are
all directed towards this purpose.
Organization and People. The CIA is made up of operating
elements that are critically dependent on one another to support
.their individual and joint activities. Each element's
departmental and national responsibilities are respected and, in
? turn, each contributes to and benefits from the performance of
other relevant elements. Effec:t_ive communications are encouraged
both within and between elements. Our people are our greatest
resource. The strength of our organizatin is dependent on their
quality and its future is related to the opportunities they are
afforded for their professional and personal growth. Skills are
recognized and fostered through training, travel, and
assignments; management personnel are selected for their ability
?
to inspire enthusiasm and promote excellence based on their own
performance. We are keenly attentive to equal opportunity
concerns. Our operating style is to foster initiatives and
creativity by allowing the individual great freedom of action in
attaining well-defined objectives, while requiring efficiency,
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accountability and results at all levels. Attention is given to
? providing a physical environment that is conducive to high
quality production.
Standards and Measure of Performance. We seek to exemplify
in everything we do: performance of the highest quality; ethics
and integrity of the highest order; a continuing concern for the
development of outstanding skills, confidence, and
resourcefulness in our people; utilization of the most effective
technologies; leadership as the'best intelligence sevice in the
world. The success of our efforts is measured by the degree of
satisfaction that the President and other users derive from the
relevance and timeliness of our intelligence and operational
inputs. The assessment by the President, the Congress, and the
American public of how well we have performed is reflected in the
? resources they provide us to carry out our duties.
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STAT
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is
7 February 1984
STAT
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SUBJDCP : The Casey Exercise
1. Here is ~ material on the Casey exercise. As requested, we have STAT
sent not only the final Division product and canparative statement but also
original Branch inputs.
2. While many were initially skeptical about the exercise, almost
everyone got actively involved once the process began.
3. On the lighter side, pushed hard for one change in the STAT
Division submission. He said if his Branch was any guide the second tick
under "We Seek" should say "to ponder the apparent and analyze the obvious.
STAT
?
Attachments:
As stated
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is
is
The CIA
We Exist To serve the President -- as his eyes and ears around the world.
To promote the national security working within the Constitution and laws
of the United States.
We Seek --
To be the best at what we do.
To ponder the impossible, investigate the improbable, and tackle the
critical.
To work unbound by conventional thought, be willing to take risks, and
remain open to opposing viewpoints.
To hire the best and make them better.
To develop new technologies and make than work for us.
To earn the trust and confidence of the people of the United States.
We Stand For --
The highest level of integrity in both our professional and personal
lives.
Objectivity even when our views are unpopular.
Excellence -- in both people and product.
We Strive For --
A working environment that encourages initiative, creativity, enthusiasm,
and risk taking.
Fair treatment and compensation, and the maximum possible protection in
carrying out our duties.
Satisfaction from doing a job well, knowing that public acclaim is not
possible.
Recognition as unique individuals -- talented and skilled, diverse in our
backgrounds, yet united by our purpose and carmitment.
is
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Major Difference with the
DCI Draft Statement
STAT
The fundamental difference between the L -land strawnan statement is one
of style and length.
We opted for a short and more free flowing document that blends together
purpose, goals, and expectations. We took this approach because we found that
from a substantive standpoint all the branches' drafts focused on the same
issues. Moreover we suspect this will be true Agency wide, mainly because we
already share the same objectives and beliefs. Given a common set of values,
if we are to make an impact it must be through style and presentation. We
believe, therefore, the final document should be short, punchy and to the
point. It should avoid long statements, jargon, and "bureaucratise" at all
costs. In other words it should capture the spirit of the Agency's own
operative style.
A review of the corporate examples underscores this viewpoint. The
statement of companies with short, hard hitting presentations -- like Boeing
and IDVI -- made a strong mental impact. The longer statements by HP and
Bechtel quickly faded fran the mind.
STAT
7 Feb 84
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STAT
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Proposed Beliefs and Goals
for the CIA
Beliefs
o That CIA serves a crucial role in furthering United States national
security.
o That we have outstanding ethics and integrity.
o That talented and dedicated people are our most valuable asset.
o That our products and services are of very high quality.
Goals
To maintain and enhance the quality of CIA's products and services.
To this end we
encourage a bias for action, risk taking, and good tries.
are alert to changes in the needs of CIA's customers.
foster close and enthusiastic cooperation among Agency
components.-
nurturing creativity, such as divergent analytical views.
being open to the potential of new technologies.
finding ways to increase efficiency.
o To achieve excellent quality of management.
o To recruit, retain, and develop talented and dedicated individuals.
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0 To encourage innovation in all facets of CIA activity including
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A CIA CREDOI
Our Purpose
o To predict world events and, if necessary, change them.
o To be the best damned early-warning service in the world.
What We Strive For -
o To analyze the apparent, investigate the improbable, and
ponder-the impossible.
o To be in the forefront of intelligence collection and
methods.
To extend the frontiers of technology and make it work for
US.-
0 To hire the best and make them better.
Our Standards
o To provide unbiased analysis even when those views are
unpopular.
o To seek challenges others shy from.
o To act swiftly and effectively wherever needed.
Who We Serve
? o The President--as his eyes and ears around the.worl
STAT
o The public interest--by making the best use of our resources.
o Our allies--knowing that their strength enhances our own.
Who We Are ?
o We are analytical trail blazers.
We are risk-takers, because to play it safe is to fail our
purpose.
o We are unique individuals--talented and skilled, diverse in
our backgrounds, yet united by our purpose and commitment.
Our Expectations
o To take satisfaction from doing a job well, knowing that
public acclaim is not possible.
o To have an opportunity to make the most of our God-given
talents.
o To receive fair treatment and compensation, a secure
retirement, and recognition for.special accomplishments.
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STAT
Comparative Comment
The most striking difference between Credo and the
strawman document is in style and impact. Our statement is
punchy, brief, and to the point. It uses simple words to
communicate complex ideas, action verbs, and active voice.
Use of jargon and "bureaucratise" are held to a minimum.
It's designed to stir the reader, not. put him to sleep.
.We feel that on matters of substance, every draft submitted
throughout the Agency will be virtually identical long before
they wind their way to the seventh floor. If we are to make an
impression, we feel it must be in style and presentation.
?
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STAT
Proposed Mission and Goals for the CIA
Mission
To provide high quality intelligence that promotes the
security of the United States and is relevant to US policymaker
concerns.
Objectives
Product
The Agency should strive to produce reporting and analysis
that is unique both within and outside the government, of
sustained high quality, timely and relevant to US policymakers'
interests, and comprehensive in outlining alternative scenarios,
options, and events.
People
..Agency personnel should strive to he the best in':earrying
out. the organization's mission and in performing their specific
task. To be most effective, they should have a clear
understanding of how their job relates to the overall mission.
Personnel should have a strong commitment to protect intellignce
? methods, sources, and finished,analysis. They should maintain
the highest level of integrity in both their professional and
personal lives.
Management
Management should recognize that people are the Agency's
most important asset and to this end they should strive to
provide a working environment that is physically appealing,
mentally challenging, and..provides a high level of morale. This
is fostered through:
o Feedback, both positive and negative, to the
individual on how his work is being received by US
policymakers. and how it has been used.
o Transmission of office and division goals clearly.
o Open communication which accepts differing
viewpoints.
?
o Attraction, development, and retention of high
quality employees whose skills are enhanced by
training, travel, and challenging assignments.
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Proposed Mission and Goals for the CIA - page 2 -
o Accountability of intelligence errors or
misjudgments without dampening creativity or
initiative so that chances of repeating past
mistakes are lessened.
o An efficient and lean bureaucracy that can ensure
timeliness and relevance of the product.
o Communication within the Agency among employees of
all directorates concerning their tasks and
accomplishments.
Assurance of maximum protection possible of
personnel in carrying out their duties.
Public Affairs/Citizenry
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Education of the public on the importance of the, ',entire
intelligence community's role in US policymaking would be
beneficial to promoting a positive public image of the
Agency.
STAT
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STAT
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Mission and Functions Project
Comparison of
and Baseline Proposals
The Baseline Proposal and that of
Branch were quite similar.
o Both stated the Mission/Purpose as "providing
intelligence."
o Both presented a similar set of Goals/Objectives,
and elaborated in a similar manner on these
Goals/Objectives.
o Both were quite specific in their elaboration on-the
goals and objectives.
o Both, in terms of words used to convey the ideas,
were lengthy.
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?
STAT
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Statement of Goals, Principles and Standards for CIA.
Mission: To provide timely, accurate, and unbiased intelligence
information to US policymakers.
o Agency should be able to analyze and predict world events
and provide alternatives. for dealing with them.
o Focus of our effort should be on' the national security of
the United States.
To Accomplish our Mission
.Collection:
o Make best possible use of existing resources and
continually develop new resources.
o Ensure that those individuals charged. with the collection
effort fully understand the needs of the Agency.
o Continually protect and retain the Agency's valuable
sources and methods.
o Ensure a high level of cooperation between the'Operations
and Intelligence Directorates.
Analysis:
o Continually stay in close contact with policymakers in
order to be' responsive to their needs.
o Committed to objective._: analysis and protect analytical
process from bias, political pressure, and expectations
of consumers.
o Be forward leaning--be willing to predict and anticipate.
o Avoid duplicating what other agencies are doing, unless
our analysis of some facts and issues might shed new
light.
People: The key to excellence in any organization are the
people who comprise it.
o Continually strive to attract and retain talented,
qualified people.
o Instill a realization in our employees that their work is
important--that what we do can influence key US
policymakers.
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STAT
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0
?'.o Encourage people to take pride in their work.
o Provide adequate training, travel and advancement
opportunities for our employees.
o Instill the attitude that each new assignment will
broaden people's knowledge and understanding of the
intelligence effort.
o Emphasize the need for self-improvement and growth.
o Stress the need for adaptability and flexibility.
Management: Without good management to provide direction we
will never fully accomplish our mission.
o Managers should promote a good working environment--one
which encourages initiative, creativity, enthusiasm, and
risk taking.
o Managers should set the standard for their subordinates.
o Managers should be truly interested in the work and
career advancement of their people
o Managers should provide individuals with a proper
understanding of what is expected of them so they can
better contribute to the success of our mission.
o Managers should avoid excessive review that stifles
individual achievement and creativity.
Technology:
Continually exploit latest advances in technology to
enhance our collection and analytical capability.
o Develop the inhouse skills to utilize the latest
technology.
Standards:
o Maintain the highest standards in recruiting and
. retaining people.
o Ensure that the final intelligence product is of the
highest quality.
o Carry out mission in.~i cost effective manner.
o Remain objective and open to opposing view points.
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STAT
Major' Differences With Director's
Draft Statement
o We have no direct statement on ethics as in the
Director's draft. However, we do provide a statement on
bias and politicization of our intelligence analysis.
o No reference to the cost effectivness of our effort is
included in the Director's draft but is incorporated into
ours.
o The director's draft refers to the dependence of
different operating units within the Agency while we have
specifically focused on cooperation between the DO and
DI.
o The Director's draft makes reference to the Agency's STAT
effort fosterin the prosperity of the United States.
Analysts in wanted the focus to be on only National
o We make no reference to the CIA's leadership and
recognition as the best intelligence service in the world
as in the Director's draft.'
o The Director's draft makes no reference to retaining
talented, qualified people while ours does.
o We spell out in somewhat greater detail the
responsibilities of Agency management.
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We recommend a different organizational structure for the
statement. The structure should include four parts:
1. Statement of purpose of the organization.
2. Responsibilities and goals of employees.
3. Responsibilities and goals of management.
4. Relationship of the Agency to the public.
We note that the statement as drafted reads as if the Agency
actually met the standards stated in it (eg. "management
personnel are selected for their ability to inspire....) rather
than as goals to be achieved.
We also believe that the statement should be inspirational
rather than its current turgid prose. A shorter more succint
version would help.
?
The principal differences between the Lidraft and the DCI
draft are:
1. L _]draft includes reference to both provision of information
and covert action (ie. implementation=of policy).
2. El includes no statement concerning the Organization analogous
?
3. Theca"People" section emphasizes individual commitment,
pride, and responsibility for fulfilling assignment.
4. TheEl"Management" section emphasizes two basic management
responsibilities: establishing missions and priorities and, most
important, facilitating the work of Agency personnel by specific
means.
5. The U statement includes reference to maintaining the trust
of the people for whom we work, an item omitted from the DCI
draft.
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t.u1Vr JILN11HL
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Statement of Purpose and Goals for the CIA
Its Personnel, and Management
The Agency
We are an Agency of action and accomplishment working within
the Constitution and laws of the United States.
We secure and provide information on which the President and
Officers of the United States Government make decisions. Our
information is timely and complete.
We provide analysis concerning the significance and meaning of
that information-for the President and other Officers of the
United States Government. Our information and analyses are
unbiased.
We implement national security and foreign policy decisions as
directed by the President within the framework of the Constitution
and laws of the United States.
0
Personnel
As individual employees we are committed to excellence in each
assignment. We take pride in our work=and in the fulfillment of
each assignment.
Our commitment requires the full utilization of our talent,
our training and our knowledge to identify the elements of each
assignment and the most appropriate means of achieving its
fulfillment. We seek to expand our knowledge and to work unbound
by conventional thought and explanation.
We accept the special responsibilities required by our
employment in this Agency and pledge to meet that trust with the
highest standards of personal integrity and discretion.
Management
Management of the Agency-.is responsible for identifying our
missions and the priority assigned to each.
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CONFIDENTIAL
The principal goal of management is to facilitate the
S accomplishment of our missions by:
o selecting personnel to work in this Agency who meet the
high standards demanded by its missions.
o clear direction concerning each assignment to the personnel
of the Agency combined with a commitment. to solicit advice from
Agency personnel concerning all aspects of the Agency, its
missions and individual assignments.
o providing personnel with a full assessment of the quality
of Agency and individual performance.
o providing a work environment conducive to accomplishing our
mission and to meeting human needs for security, space and
privacy.
The Public
This Agency and its employees have a special responsibility to
earn the trust and confidence of the people of the United States
that we are meeting our obligation to them to accomplish each
mission assigned by the President.
?
CONFIDENTIAL
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STAT
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STAT
Ideas on Goals, Principles, and
Standards for CIA
?
?
Purpose: To provide the most timely, relevant and objective
analysis and reporting in a manner of greatest utility to US
Government policymakers and legislators; to provide the most
comprehensive intelligence support at the directive of the
President and other senior government officials in the interest
of our national security.
Organization: The CIA's organization is designed to best
fulfill its intelligence functions consistent with requirements
for efficiency and security. Each element's responsibilities are
respected and, in turn, each must work as a team within
organizational limits to accomplish the Agency's purpose.
Ethics: Each CIA employee must manifest the highest degree
of loyalty and personal and professional integrity in performance
and conduct. Each individual must be knowledgeable and sensitive
to the constitutional, legal, regulatory and security context
within which he or she must function.
People: We recognize that CIA's people are its most
important asset. It is the Agency's position to hire, train,
retain and appropriately reward the most highly qualified
personnel. Knowledge and skills are recognized and fostered
through relevant training, travel, and job assignments;
management personnel are selected for their ability to foster
communication, growth in skills and innovation, and promote
excellence in the performance of subordinates.
Management: CIA will develop and promote managers based on
their ability to maintain an atmosphere of communication,
creativity, efficiency, and accountability at all levels.
Measure of Results: The success of the Agency is measured
by the accuracy of our analysis and reporting, the number of
demands placed on our time and our ability to respond
effectively, our ability to retain our quality personnel, and the
esteem with which we are held both in private and public circles.
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Standards: We will exemplify our leadership and recognition
as the best intelligence service in the world through:
- performance of the highest quality;
- objectivity in all endeavors;
- ethics and integrity of the highest order;
- development of outstanding skills, confidence, and
personal resources in our people;
- cost-efficient utilization of our personnel, other
resources, and technologies; and
- capability and flexibility to meet new and demanding
challenges.
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6 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
Branch Contribution on Agency Statement of Goals and
Principles
1. The branch's first substantive meeting on an Agency statement of
goals and principles focused on identifying ideas or themes we felt should be
emphasized in such a statement. The following are some of the major points
that came out of that discussion:
o The Agency's goals should emphasize the active--"the bias for
action"--nature of its activity, including analysis. Analysts
should be out finding the intelligence issues policymakers should be
addressing rather than waiting to be tasked.
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o The Agency's goals should include the importance of innovation,
especially in research methodologies.
o The statement should focus on what the Agency and its personnel
ought to do, not what they should be constrained from doing; the
statement should be positive in tone.
o The statement should call for extensive open communications among
all levels of employees--top to bottom, including personal contact.
o inbrk results--good and bad--should be a matter of individual
responsibility. (Note: An underlying theme in this discussion was
that management takes the credit when things go right, but
individual takes the blame when they go wrong.)
o An important Agency goal should be a commitment to career
development for its employees. The Agency must be more responsive
to individual needs.
o Agency goals must include a strong statement distinguishing the
Agency from other federal agencies. (Corrurent: Despite the words of
praise for Agency employees on the performance and dedication, there
was essentially universal agreement that no significant effort has
been made to set the Agency apart from other government
bureaucracies. CIARDS notwithstanding, there are virtually no
distinctions between the Agency's personnel structure and policies
and all other government agencies. If we are different and better,
why aren't we treated different and better--like the military,
Foreign Service, and other selected government professional groups?)
STAT
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SUBJECT: Branch Contribution on Agency Statement of Goals and Principles
2. In our second substantive meeting, we reviewed the DCI's proposed
statement of goals and principles. We looked at it to see if it incorporated
our earlier thoughts, to see if it included all the ideas we thought should be
included, and whether anything in it ought to be deleted. A general comment
was that the proposed statement was rather dry and legalistically--not a
document to inspire or guide. Also, the statement generally did not
distinguish the gency ran most federal bureaucracies aside from its
reference to intelligence in the statement of purpose. We found, moreover,
that many sections needed to be amended substantively in our view. The
following is basically a re-write of the DCI's proposal along with our
comments on why most of the changes were made:
o Purpose: To provide valuable, accurate, comprehensive foreign
intelligence support to a broad range of consumers in a timely
manner.
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Comment: Minor editing of first sentence. Second sentence of the
DCI's proposal was largely gratuitous.
o Organization: The CIA's organization is designed to best fulfill
its intelligence support purpose consistent with requirements for
efficiency and security. Each element is responsible for respecting
and working with other elements in manner that best achieves the.
Agency's purpose.
Comment: The DCI's draft statement was largely descriptive and
somewhat inaccurate. Our proposed statement is designed to be
normative and inclusive.
o Ethics: Each CIA employee manifests the highest-degree of personal
and professional integrity in performance and conduct. The special
nature of the Agency's work requires that each individual be
particularly knowledgeable and sensitive to the constitutional,
legal, regulatory, and security context within which he or she must
function.
Comment: Ethics cane from the individual, not the organization;
hence, a statement on ethics should focus 'on the individual. The
first sentence of the DCI's proposal could apply to Agriculture and
the Postal Service as well as the Agency.
o People: CIA's strength depends on the quality of its people, and
its future is related to the opportunities it affords for their
professional and personal growth. Knowledge and skills are
recognized and fostered through relevant and challenging training,
travel, and assignments.
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SUBJECT: Branch Contribution on Agency Statement of Goals and Principles
Comment: Considering the importance of this point, we considered
the DCI's proposal weak--and we are not much more pleased with our
own. Neither seems to capture the critical, role of people in making
this Agency different and "the best." This statement must,
moreover, include a commitment that CIA will have the best people
and reward them accordingly. We felt the specification of criteria
for the selection of managers in this statement was inappropriate.
o Management: No changes--although there was skepticism that CIA
management universally fosters initiative and creativity.
o Measure of Results: The results of CIA's efforts are measured by
the accuracy, value, relevance, and timeliness of its intelligence
and operational inputs to its customers.
Comment: The comparisons with business and profit are irrelevant.
Sometimes our customers are not "satisfied" with our analysis
because it does not substantively tell them what they want to
hear--even if it is accurate; hence, our focus on accuracy vice
satisfaction. The last two sentences of the DCI's proposal talk
about resources, not results, and seem inappropriate under this
topic.
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Comments on Agency Guidelines
Purpose. The Agency should strive for superior intelligence
collection and analysis.
Reporting and analysis should be objective and
independent from bias and internal and external pressures
intended merely to make the product saleable.
Intelligence must above all be timely
- Emphasis should also be on clarity, relevance, and
efficiency in providing a superior product and service in
tune with the needs of customers.
- Ouality should be stressed over quantity.
- Analysis should be "forward-leaning" to identify threats
and issues that will be future concerns to policymakers.
Organization. Agency components should interact as a team to
accomplish its mission.
Ethics. Professional ethics and integrity of Agency employees
should be beyond reproach.
Employees should be loyal to the Agency and the country.
- Employees should take pride in their work and perform
unselfishly and cooperatively to enhance the overall
effectiveness of the organization.
People. People are the Agency's most important asset.
The Agency should be sensitive to personal needs,
aspirations, and problems.
Creativity, innovation, and risk-taking should be
actively encouraged and supported with more than lip-
service.
- The Agency should recruit good people and place a high
priority on developing and utilizing them to their
fullest potential.
The Agency's goals are best served when its employees are
rewarded with relevant assignments, job security,
opportunities for personal and career enhancement and the
flexibility to move between jobs.
Superior performance should he recognized.
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Management. Managers should motivate employee and direct Agency
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resources efficiently to meet Agency goals.
Managerial skills should be
developed
early and managers
should be selected for their
achievements as analysts or
apptitude
officers.
rather than
- Managers should foster cooperation and work to breakdown
institutional impeditments to achieve greater teamwork.
Managers should encourage and foster communication and
effective feedback.
Measure of Results. The Agency should be evaluated by those it
serves, including the general public.
More unclassified publications would better acquaint the
public with the Agency's role.
Agency customers should be appraised of threats and
security issues in timely and objective analysis.
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Standards. The Agency should provide a product and service of
the highest quality.
- The Agency should employ its unique capabilities to make
a strong contribution to the welfare and security of the
country while preserving the freedoms it defends.
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STAT
? A critical ingredient in the success of an institution is its ability to
articulate the principles that provide the framework in which it operates. As
the Central Intelligence Agency grows and becomes increasingly complex and
specialized, a greater effort is required to establish its corporate identity
and create broad understanding of its purposes, principles, and standards.
There follows an initial draft of such a statement designed to be critiqued
and improved and generate thought and discussion in every corner of the
organization on what we're about and how the qualities which make CIA a
standout in excellence of performance can best be strengthened and extended at
all levels and in all areas.
CRITIQUE OF DII's STATERENT OF GOALS,
PRINCIPLES, AND STANMRDS
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The attached statements reflect the Branches emendations to the DCI's
draft proposal.
Purpose. To provide the best, most relevant and objective intelligence
analysis and the most comprehensive intelligence support to a broad range of
consumers in a timely manner and in a form to be of greatest utility. To
provide early warning of impending problems for the US Government.
Organization. The CIA is made up of operating elements that are
frequently dependent on one another to support their individual and joint
activities. Each element's departmental and national responsibilities are
respected and, in turn, each organizational element within its limits should
work as a team toward meeting the Agency's purpose.
Ethics. Our activities are conducted under the Constitution and laws of
the United States. Every member of the Agency should abide by the letter and
spirit of this legal context, and manifest the highest degree of personal
integrity and loyalty in performance and conduct.
People. We recognize that CIA's people are its most important asset it
is the Agency's position to hire, train, and retain the most highly qualified
personnel. Skills are recognized and fostered through training, travel, and
assignments; management personnel are selected for their ability to inspire
enthusiasm and promote excellence based on their own performance.
Management. CIA will develop and promote managers based on their ability
to maintain an atmosphere of communication, creativity, efficiency, and
accountability at all levels.
Measure of Results. The success of the Agency is measured by the
accuracy of our analysis and reporting, the number of demands placed on our
time and our ability to respond, the ability to retain our qualified
personnel, and the esteem with which we are held both in private and public
circles.
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Standards. We will exemplify our leadership and recognition as the best
intelligence service in the world thrcugh:
-- performance of the highest quality;
-- objectivity;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and personal
resources in our people;
-- efficient utilization of the most effective technologies; and
-- capability and fexibility to meet tough and sudden challenges.
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Ideas on Goals, Principles and Standards for CIA
STAT
Purpose:
o To provide high quality and timely intelligence and to undertake other
activities as directed by the President of the United States so that
policymakers in the US Government are able to effectively assess and
respond to matters related to national security.
Beliefs:
o Agency personnel are highly dedicated and strive to be honest and
ethical in all their activities.
o The Agency provides unbiased and objective analyses of intelligence
problems.
o The Agency and its employees conduct all intelligence activities in
conformance with the law.
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o Talented and creative personnel are the Agency's best asset.
Objectives:
o To develop highly effective systems and sources for the collection of
intelligence information.
o To collect the best possible information on topics of intelligence
importance.
o To process and collate information accurately and in a manner which
allows timely analysis.
o To provide consumers with the highest quality analytical products in a
timely fashion.
o To conduct all intelligence activities in a cost-effective manner.
o To seek a better understanding of the Agency's mandate.
o To develop a deeper dedication to our individual vocations.
o -To persevere until our responsibilities have been net.
o To demand unflinching dedication and integrity of ourselves and our
colleagues.
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o To develop a clearer understanding of consumer needs by communicating
regularly with users of Agency products.
o Through our actions and analytical accomplishments maintain the
respect and trust of all Americans.
o To continue the training of personnel to promote personal and
professional growth.
o To create an atmosphere which is conducive to personal and
professional growth.
o To support the Director of the Central Intelligence Agency in his role"
as Director of Central Intelligence.
Organization & Management-
0 Resources must be managed to provide cost-effective as well as high-
quality intelligence support.
o Management and organizational structure should maintain an atmosphere
that fosters creativity and rewards success.
o The Agency must be organized to produce the best possible product -
form must follow function.
o The Agency functions as a team with responsibilities and authority
delegated to the lowest appropriate level.
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CRITIQUE
DCI's STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
STAT
Puiose (original). To provide accurate, comprehensive intelligence
support to a broad range of consumers in a timely manner and in a form to be
of greatest utility. No matter what job we have or the nature of our
immediate tasks, our independent and collective efforts are all directed
towards this purpose.
Purpose (critiqued). To provide accurate, comprehensive intelligence
support to a broad range of consumers in a timely manner and in a form to be
of greatest utility; our independent and collective efforts are all directed
towards this.purpose.
Organization (original). The CIA is made up of operating elements that
are critically dependent on one another to support their individual and joint
-activities. Each element's departmental and nat onal-responsib lities are
respected and, in turn, will undertake to contribute to and make use of the
role and performance of other relevant elements.
Organization (critiqued). The CIA is made up of operating elements that
are critically dependent on one another to support their individual and joint
activities. Each element's departmental and national objectives are
respected, but our duty is to function as a team with responsibilities and
authority delegated to the lowest appropriate level.
Ethics (original unchanged). Our activities are conducted under the
Constitution and laws of the United States. The nature of our work is such
that every member of the Agency must be aware of and sensitive to the letter
and spirit of this legal context, and manifest the highest degree of integrity
in performance and conduct.
People (original). CIA's people are the root source of its
capabilities. The strength of the organization is dependent on the quality of
its people, and its future is related to the opportunities it affords for
their professional and personal growth. Skills are recognized and fostered
through training, travel and assignments; management personnel are selected
for their ability to inspire enthusiasm and promote excellence based on their
own performance.
People (critiqued). Talented and creative personnel are the Agency's
best asset. The strength of the organization and its future depend on the
opportunities it affords for their professional and personal growth. Skills
are recognized and fostered through training, travel and assignments;
management personnel are selected for their ability to inspire enthusiasm and
promote excellence based on their own performance.
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Management (original). CIA's operating style is to foster initiatives
and creativity by allowing the individual great freedom of action in attaining
? well-defined objectives, while requiring efficiency, accountability, and
results at all levels.
Management (critiqued). CIA's operating style requires and encourages
initiative, creativity and individual freedom of action to attain well-defined
objectives. It demands efficiency, accountability, and results at all levels.
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Measure of Results (original). Business organizations measure results in
profits, return on investment and capital growth required to deliver the
expanded and improved service which further increases profit and capital
value. This is achieved by meeting the needs of customers more satisfactorily
than alternative sources. As a public service, this organization does not
have profitability and capital value to measure its results. Still, its
results are in the satisfaction of its customers in the value, relevance, and
timeliness of the intelligence and operational inputs they receive. Those
results come from the qualities of its people and their creativity,
dedication, and success in utilizing technology and resources to collect,
analyze, and apply information and judgment to foster the security and
prosperity of the United States. The resources needed to achieve those
results come from the way the President and the Congress and the public assess
and value these results.
Standards (original). We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and
personal resources of our people;
-- utilization of the most effective technologies
-- capability and flexibility to meet tough and sudden
challenges;
-- leadership and recognition as the best intelligence
service in the world.
Measure of Results (critiqued). As an Agency serving the nation, the
value of our work is ultimately measured by its usefulness to the policymaker.
Standards (add the following statement):
-- employment of the most cost-effective approaches to
all intelligence activities.
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STAT
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8 February 1984
MEMORANDUM FOR:
SUBJECT: Views on Agency's Search for Excellence
Attached is a distillation of the Center's views on the
Agency's goals, principles and standards, along with the three
branch inputs.
There was a remarkable unanimity within the Center on the
purpose and guiding principles of the Agency, and they were in
large measure consistent with the original DCI draft. I think
the comments contain some amplification that makes food for
thought, particularly:
0 the acknowledgement of a covert mission as part of the
purpose;
o the need to squarely face the DI/DO "two agency"
feelings;
o the need to develop a strategy to make the large
majority of employees feel good about themselves if
indeed we hire and want to keep the best people (the
pressure to lower PARs being mentioned here);
o the need to encourage risk taking in analysis; and
o the more explicit measures to evaluate the value of our
work.
Attachments:
As stated
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STAT
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8 February 1984
STAT
Proposed Statement of Goals, Principles and Standards for CIA
Purpose. To collect and evaluate all-source information
about foreign countries and related US interests, to use this
information in the production of reliable intelligence and
analysis, and to disseminate this intelligence and analysis on a
timely basis to policymakers and other consumers as requested or
needed.
Comments: Further elaboration of purpose included the
following:
o To provide an institutional memory for foreign policy
decisions.
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o To provide indications and warning intelligence, both
strategic and tactical, including negative warnings.
o To strive for quality by emphasizing forward-looking
intelligence, resisting politicization, and encouraging
innovative approaches to the collection and analysis of
intelligence.
o To provide intelligence both on those questions asked by
consumers and on those we know they should be asking. -
o To encourage cooperation among Agency components and
within the Intelligence Community.
o To implement foreign policy as directed by the President
or his lawful representative through covert action and
related activity.
Organization. The CIA is made up of interdependent
operating elements, which have both individual and joint
responsibilities. Each component respects the responsibilities
of the others, and all pull together toward a common goal.
Comments: The DI/DO relationship and overly rigid
organization were the main areas of concern.
o A widening chasm of distrust and disdain separates the
DI and the DO; esprit de corps in the Agency is fading.
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o Inappropriate or overly rigid organization stifles
creativity and interferes with production.
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o The Agency should have more of an international ethos--
more emphasis on foreign language, culture, training,
and travel.
Ethics. Agency activities should be conducted in accord
with the US constitution and laws. Each employee must be
diligent in this regard and exemplify the highest degree of
integrity.
People. The Agency seeks the most highly qualified and
motivated people, develops them through training and travel, and
promotes them on the basis of merit.
Comments: Successful companies, such as those cited in In
Search of Excellence,, have developed strategies to make
employees feel good about themselves and their performance
on the job. The Agency badly needs to develop such a
strategy. Other comments:
o Agency employees should mirror the population diversity
of this country.
o The Agency should constantly seek to identify long-range
skill needs to remain on the cutting edge of tomorrow's
issues and technologies.
0 The Agency's personnel system should be particularly
? sensitive to the unique qualities of its people and the
demands placed upon them.
Management. Agency managers must foremost be leaders; they
must operate in such a way as to foster creativity and freedom of
action while demanding accountability and a product of the
highest quality.
Comments: Feelings ran high that Agency management had
become excessively rigid and bureaucratized, stifling
creativity and watering down intelligence analysis.
0 There should be rewards for good tries that fail and for
innovation in general, as well as for more traditional
successes; risk taking should be encouraged by example.
o Management should emphasize qualitative as well as
quantitative measures of success.
o Agency management should stress the intrinsic reward
structure. Positive reinforcement should be frequent;
negative comments, when warranted, should be honestly
conveyed.
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o Agency management should be lean at all levels.
Measure of Results. The Agency's product shall be judged by
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its validity, its impact on decisionmaking in the policy
community, and the respect it commands from its consumers.
Standards. CIA employees seek to maintain the highest
standards of conduct, competence, and commitment.
Comments: Employees must be committed to uphold these
standards year in and year out, regardless of who is the DCI
or the President and regardless of what their policies may
be.
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Comparison With DCI's Draft
Our proposed statement of goals, principles, and standards
for the CIA is quite similar to the DCI's on all major points.
We differ slightly--a matter of degree of emphasis--on the
following:
o We would note that CIA is but one of the organizations
in the US Government involved in collecting and
producing intelligence. We would accent the role we
play in cooperating with the drawing on other
organizations.
o Results should be measured not only in terms of consumer
satisfaction but also by validity of product. Many
believe that results should be measured against a
standard of excellence established within the Agency,
which standard might sometimes be higher than that of
its consumers.
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S ECRET NOFORN
3 February 1984
SUBJECT Branch Views of CIA Mission and Standards
MEMORANDUM FOR:
FROM:
RESULTS OF OUR DISCUSSION
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1. Our branch met for two hours on 1 February to discuss
this subject, the members having previously been given the
reference material and asked to ruminate upon it. After the
discussion, the branch members concurred that a brief description
of the CIA mission and standards would consist of something like
the following:
-- The primary mission of the CIA is to collect and
evaluate all-source information about foreign countries
and related US interests, to use this information in the
production of reliable intelligence and analysis, and to
disseminate this intelligence and analysis on a timely
basis to policymakers as requested or needed.
-- A secondary mission of the CIA may be to perform covert
activities of a limited and nonlethal sort in support of
US policies as directed by competent authority.
-- CIA employees are to maintain the highest feasible
standards of conduct, competence, and commitment.
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-- Accomplishing the missions of the Agency should take
precedence over any organizational, structural, or
theoretical considerations.
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-- Management should deploy and supervise employees so as
to permit them to contribute according to their full
capabilities and maximize their job satisfaction.
2. The meeting began with a brief explanation of its
purpose. Then one analyst offered the following skeletal
definition of the CIA mission for use as a discussion framework:
-- The CIA's mission is to collect and analyze intelligence
and provide it to policymakers on a timely basis.
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3. A number of comments and adjustments were offered. The
following achieved consensus support:
-- It is information, not intelligence, that is collected,
and it is collected from all sources. Only after
evaluation and analysis does it become intelligence.
The information pertains to foreign countries and
related US interests only.
-- One part of our mission is to respond to questions and
requests for information from our customers, who are
from both the executive and legislative branches of the
federal government. But answering questions and
requests does not keep us fully occupied, leaving us
with the capability to perform self-initiated work,
which is an equally important part of our mission.
Often, we in the CIA are in the best position to know
what information and analysis the policymakers need, and
we should try to give them what (we think) they need
even if they don't ask for it.
-- Indications and warning intelligence is the most
important category of intelligence we provide. That
breaks down into strategic warnings (looking down the
road, identifying trends, indicating what is likely to
happen over the middle and long term) and tactical
warnings (what is likely to happen soon, what must be
guarded against now). Negative warnings (what is not
going to happen) are as important as positive ones.
-- There is a general concern that over the past few years
the CIA has become increasingly politicized (or at least
is so regarded) bringing into question its objectivity
and reliability as a source of intelligence. It would
be wrong to use the CIA to support or promote particular
political viewpoints. That would cause assured long-
term damage for the sake of doubtful short-term gains.
4. The following comments and suggestions received less
than consensus support, in some cases only minority support:
-- Our mission is to provide intelligence, that is,
evaluated information and analysis, but our people are
often misused as mere sources of factual and reference
material rather than expert analysis. (Majority view:
we have to do both, as needed or requested.)
- We should distinguish precisely between "policy support"
and "policymaker support." The latter is our job, not
the former; the CIA should not be involved in making
policy. (Alternative view: there is no real difference
between the meanings of these terms. The DCI wears
several hats; if and when he engages in policymaking, he
is not wearing his head-of-the-CIA hat.)
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We have a total warning mission: we have to be able to
warn our customers of all dangers from every quarter at
any time. We should strive to be able to respond with
facts and expert analysis to all properly authorized
requests for foreign intelligence of any sort on any
subject. (Alternative view: resource constraints
prevent us from having such an all-encompassing
capability; we have to deploy our limited resources
against the most likely threats and problems and hope we
guessed right.)
-- Agency personnel have the responsibility not only of
providing policymakers the information and analysis they
request but also that which they need--even when they
don't think they need it, even when the information or
analysis is unwelcome because it conflicts with their
preconceptions. (Alternative view: If you tell
customers things they don't agree with, they'll ignore
your information; if you persist, you'll just annoy them
and get yourself in trouble. Our job is to make
available the best information and analysis we can, but
not to push it on unwilling recipients.)
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5. An animated discussion then took place on the subject of
covert action and the degree to which covert action should be
part of the CIA mission. The debaters split into two camps that
might roughly be described as idealists versus pragmatists.
Consensus was difficult to achieve on the subject, because the
two camps could not agree on the terms of reference.
6. Various persons in what we have termed the idealist camp
made the following points:
- The CIA is an intelligence organization. Covert action
is not intelligence work; therefore, the CIA should not
engage in it.
-- Covert action is intrinsically immoral.
-- Engaging in covert action causes the CIA to be identi-
fied with particular policies, thereby destroying its
apparent neutrality, objectivity, and reliability.
-- The CIA's involvement in covert action gives it a bad
reputation which interferes with its ability to perform
its other, primary missions of collecting information
and providing intellience to policymakers. For example,
some potential sources won't work with us because of our
involvement in covert activity they oppose.
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7. Various pramatists made the following points:
- The President needs a capability between diplomacy and
war. Not to have such a capability would be as bad as
having it and misusing it. The trick is to have it but
not misuse it.
-- The DDO contains a pool of competent, reliable, and
honorable government employees who are able to work
under cover and accomplish official tasks without
revealing the USG hand. Given the need for at least
certain kinds of covert action, it is inevitable that
these employees will be used in that capacity.
- In many operations it is impossible to tell where
collection stops and covert action begins. If we
receive warning of an impending coup in a foreign
country, we may choose to pass it on to the threatened
regime, which would be a covert action in support of
that regime; or we may conceal the information from the
threatened government, which is tantamount to supporting
the coup plotters.
-- Not all covert action is immoral. Helping democracies
withstand KGB subversion, for example, is not immoral.
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-- Our customers are sophisticated enough to recognize that
certain of our components can provide objective and
reliable analysis even while clandestine elements of
other components are engaged in covert action.
8. If (against the wishes or better judgment of some) the
mission of the CIA were expanded to include a covert action
function, there was a consensus that this function must be
subject to ironclad limits. In particular:
- The CIA should never engage in assassination either
directly or indirectly. Most objected on moral grounds;
some also pointed out that if any US Government
employees (from CIA or other agencies) were ever
identified as assassins, revenge seekers would focus on
US officials, especially diplomats and most particularly
those diplomats identified as or believed to be CIA
personnel.
-- Most agreed also that the CIA's covert activities should
be truly covert. The justification for having the CIA
involved was because its clandestine apparatus could
conceal the USG hand; therefore, once the operation was
identified as USG sponsored, the CIA should bow out.
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9. A major portion of the discussion centered on how the
CIA should be staffed, organized, and managed so as to best
accomplish these missions. As regards employees, there was
general agreement that their standards should be as high as
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practicable, and that the level of performance (allegedly)
acceptable in the government as a whole was not good enough for
the CIA. Argument erupted, however, over the concept of
eliteness--whether the Agency is or should be an elite organiz-
ation, whether its employees are or should strive to be or
consider themselves to be members of an elite. Consensus was
elusive, because many in the branch found the concept of elitism
offensive, undemocratic, and redolent of snobbery. Finally, most
members of the branch found they could agree to substitute the
concept of excellence for the concept of elitism. Excellence
among employees was considered to entail:
standards year in and year out, no matter who is DCI or
President, and no matter what their policies are.
10. A few members of the branch continued the discussion
after the formal program ended. They were preoccupied with
people and organizational issues. It was observed that no matter
how high the standards of the employees, whether in the aggregate
or as individuals, inappropriate or overly rigid organization
could interfere with their output, and ineffective, overly
cautious, or unimaginative management could stifle any creativity
and innovation that they might have to offer. In this regard,
several members observed to general agreement that the CIA seems
to be becoming more and more bureaucratized, while authority is
becoming more and more centralized, and that these developments
are undesirable both theoretically and practically. Among the
results of these developments the following were mentioned:
-- There is a widening chasm of distrust and disdain
between the DDO and the DDI, with employees of each
directorate tending to misunderstand and look down on
those of the other, to the detriment of the work of both
directorates. The fact that many in the DDO appear to
regard the DDI as "a third agency" like State or
Treasury is an example of this problem. Esprit de corps
and-pride in the Agency as a whole is fading.
-- The current increased stress on coordination and the
promulgation of an institutional viewpoint has reduced
the opportunity for employees to attain job satisfaction
through individual creativity, innovation, or pride of
authorship. At the same time, the punctilious obser-
vation of organizational boundaries and functions
prevents employees from really feeling that they are
part of a single institution devoted to common goals.
More and more, the system is encouraging employees to
develop an unhealthy preoccupation with their own rank,
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--
The hiring by the CIA of the most highly qualified and
motivated personnel available.
--
The establishment in the CIA of
the highest feasible
standards of personal conduct and professional work.
--
A commitment by the employees of the CIA to uphold these
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pay, perquisites, turf, and status, and an obsession
with getting promoted, since factors such as these
nowadays seem to be the only remaining measures of
employee worth and success.
-- The preoccupation of senior managers with the minutae of
day-to-day opperations prevents them from addressing and
perhaps alleviating if not solving some of the bigger
management problems confronting the agency. At the same
time, first and second line managers have little
flexibility with regard to how they deploy their people
so as to best motivate them and get the most out of
them. The managers who succeed in such a system are not
likely to recognize and remedy its flaws.
11. In recognition of these problems, the remaining branch
members believed that if the CIA were properly organized and
managed, accomplishment of the mission would take precedence over
organizational or turf considerations. Furthermore, they
believed that if employees were more imbued with a sense of
making significant contributions to the accomplishment of the
Agency mission (as opposed to that of the branch, division, or
office), and that if there were significant ways to reward
employees besides promoting them, the employees in turn would be
able to maintain higher levels of motivation, job satisfaction,
and performance. (I should emphasize that these comments apply
mainly to factors and circumstances external to
(ThIPARISON WITH DCI'S VERSION
12. There are no major conflicts between the two
versions. Excluding format considerations, the following appear
to be the main areas of difference:
-- Purpose. No disagreement with DCI's statement. Our
branch went farther, however, explicitly mentioning
covert act ion.
-- Organization. We agree essentially with DCI's
sentiments. Some branch members believe the current
organization has deficiencies that interfere with
accomplishing the mission.
-- Ethics. The DCI's version concentrates on obeying the
law in letter and spirit. No one in our branch would
object; most would go farther, applying moral principles
as well.
-- People. No disagreement here. Some members of our
branch believe the Agency needs to improve its treatment
of people.
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Management. Again, no disagreement with the sentiments
expressed in the DCI's version. Some in the branch feel
strongly, however, that some of these sentiments are
honored less in the observation than in the breach.
Measure of Results. Our branch did not address this
issue directly. From comments made about tangential
issues, however, it appears that many members of the
branch believe that CIA's results should be measured not
only in terms of how well they are accepted by the
customers but also against an arbitrary standard of
excellence established within the CIA internally, which
standard might in some cases be higher than that of its
customers.
-- Standards. Absolute agreement down the line.
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3 February 1984
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STAT
1. Statement of Goals, Principles and Standards for CIA
Purpose
o To provide real time intelligence to policymakers by
collecting, analyzing and disseminating in an
appropriate format the information necessary for the
Executive Branch to be effective in foreign policy
creation and implementation.
o To provide an institutional memory or context for
government foreign policy decisions.
o To implement foreign policy as directed by the
President or his lawful representatives. This mgy
involve serving as an alternative action arm--a third
option--for implementing foreign policy. .
o To educate appropriate individuals concerning key
foreign policy issues.
o To maintain an appropriate balance between consumers
telling us what they want and our giving them what we
believe they need. The latter will require us to
anticipate the policymaker's needs.
Organization
o The current split between DI and DO discourages smooth
integration of intelligence collection and analysis
and it isolates two important views--the historical
and overall view from Headquarters and the current and
detailed view from the field. The analyzers and the
collectors should be integrated and report to the same
area chief. The success of the recent DI
reorganization demonstrates that such a large scale
organizational restructuring can work. The DA and the
DDS&T should remain as they are.
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Ethics
People
o Frequently, information sharing is discouraged by the
fear of leaks. This should be rectified through a
policy of tougher punishment for the deliberate
leaking of information.
o CIA should have more of an international ethos; e.g.,
more emphasis on foreign language, training, travel,
culture and ambiance in Headquarters.
Agency activities should be conducted in accord with
the US Constitution and laws. Each agency employee
should be diligent in this regard and exemplify the
highest degree of integrity.
o The agency should aggressively seek the brightest most
trustworthy people it can find. Hiring the best, we
should treat them as the best.
o Agency employees should mirror the population
diversity of this country.
o The Agency should constantly seek to identify long
range skill needs to remain on the cutting edge of
tomorrow's issues and technological sophi'stication.
o The Agency's personnel system should be particularly
sensitive to, the unique quality of its people and the
demands placed upon them.
o Agency employees should receive maximum professional
development.
Management
o Agency managers should be leaders not bureaucrats.
o Agency management should not be wedded to a rigid
hierarchy of success. There should be rewards for
good tries that fail and for innovative efforts in
general, as well as for more traditional successes.
Risk taking should be encouraged by example.
o Agency management should emphasize qualitative as well
as quantitative measures of success.
o Agency management should adopt a philosophy that all
people have good ideas.
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o Agency management should stress the intrinsic reward
structure. Positive reinforcement should be
frequent. Negative comments should, however, be
honestly conveyed when warranted.
o Agency managers should remain in close touch with day-
to-day substantive operations. Managers who are
removed from substance are limited in their ability to
evaluate the daily product and in their capacity to
champion it effectively.
o Agency management should be lean at all levels. Each
major operating unit--division in DO and office in
DI--should have a minimum number of management levels
(probably no more than three).
o Managers should be held accountable at all levels of
the organization. Responsibility should not be
diffused along the chain of command or among
coordinating committees. People who have
accountability for a task should also have the power
and the authority to undertake the job.
Measurement of Results
o Impact on decisionmaking
o Validity of final product
o Customer respect
Standards
Agency activity should consistently exemplify:
o The pursuit of truth
o Objectivity
o Integrity
o Independence of thought
o Independence of strictly bureaucratic considerations
o Service to country
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II. Comparison with DCI's draft
A careful comparison of the draft DCI statement of goals,
principles, and standards for CIA with the draft prepared by this
branch reveals substantial agreement on all major points. The
only substantive difference between drafts lies in the
measurement of results. Our draft places as, much stress on the
validity of our product and on customer respect as it does on
customer satisfaction. Accuracy of product is covered in the
DCI's statement of purpose.
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If. STAT
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2 February 1984
The CIA
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The CIA is our democracy's frontline of defense against
foreign enemies who would do the nation harm; the adage
"forewarned is forearmed" is clearly applicable. More
specifically, the CIA's purpose is to provide policymakers at all
levels in the U.S. government with the highest quality of timely
finished intelligence. To do this, the CIA must turn to a wide
variety of sources.
The Agency must keep in mind policy considerations, but at
the same time must be free to provide alternative analyses when
the facts warrant. The CIA also should call the policymaker's
attention to problems looming on the horizon or information
concerning upcoming events about which they should be aware.
In our democracy, however, this Agency must accept the fact
that its methods and modus operandi will often stand at odds with
the norms of behavior generally practiced within the United
States. Our approaches are controversial and will remain so.
Thus, the search for excellence is a more difficult' task for CIA
management than it is for the captains of private industry.
With the above in mind, we believe the following ought to
stand as the Agency's goals':
Quality Goals
--To maintain and improve the utility and meaningfulness
of finished intelligence;
--to put great emphasis on forward looking intelligence;
--to avoid pressures to distort or politicize the
intelligence product;
--to encourage innovative approaches to the acquisition
and analysis of intelligence;
--to efficiently collect and produce intelligence; and
--to produce case officers who combine operational
skills with area specialist knowledge, and analysts
having strng substantive and writing skills.
Consumer Goals
--To emphasize timeliness and tailor products to consumer
needs;
--to alert consumers to upcoming events and issues;
and,
--to encourage cooperation among agency components
and within the intelligence community.
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Personnel Goals
? --To hire the best qualified people and provide them
challenging jobs and the space to work in;
--to pursue a program of personnel development through
outside courses, attendance at conferences and TDYs;
--to give all employees the opportunity to grow in the job;
--to insure that managers and senior branch personnel work
closely with, and train new officers;
--to promote on the basis of merit;
--to encourage individuality, including talented,
eccentric employees;
--to reward those willing to put in extra effort to do what
is necessary to get the job done; and,
--to insure that all employees at all levels feel they are
equal and part of a team.
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Ethical Goals
--To instill a sense of purpose in Agency employees; and,
--to encourage a sense of public service and duty.
NOTE: As part of the discussion in our branch, people were asked
to comment on why they came to work for the CIA. The following
is a list of some of those reasons:
1. CIA is the only government agency that allows me to
keep my analysis free from pressures for distortion
in order to fit policy;
2. An analyst can say what he wants to honestly.
3. An individual can make a contribution; his or her
analysis can make a difference.
4. The CIA is an all-source collector and therefore
offers the analyst a.unique opportunity to produce
a useful product.
5. It is more personally rewarding to work for the CIA than
in other government agencies or private business.
6. There are less constraints and bureaucratic obstacles
at CIA.
Where We Agree, Where We Differ
1. Purpose. Our statement of purpose is, in general, in
agreement with that of the DCI. The branch, however, would
underscore the independent role of the CIA in calling events or
situations to the policymaker's attention. The branch expressed
concern that so much effort and emphasis is being put on format
and style that content is suffering and therefore our purpose is
being undermined.
2. Organization. On the organizational question, our
branch would also note that the CIA is but one organization in
the U.S. government involved in collecting and producing
intelligence. We would also accent the role we play in
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cooperating with and drawing on other organizations.
? 3. Ethics. The question of ethics is extremely important
to the CIA. Our branch would note that while we operate under
the Constitution and laws of the United States at home, an
important part of the collection effort runs counter to local
laws and constitutions abroad. If we appeal to higher goals and
ethics we all have to recognize that our modus openandi outside
the U.S. at times runs counter to these ethics.
4. People. We are in overwhelming agreement with the
paragraph on "People".
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5. Management. We believe that management has become too
much a stifling bureaucracy which often undermines the work of
the individual. Management must be more flexible and open to
alternative views and formats. Furthermore, analysts believe
they must "dare to be wrong", that is they must give their best
judgement free from fear that if they are wrong it will be held
against them. Branch members feel the tureaucracy often waters
down the analytical product, thus,damaging the search for
excellence.
6. Measure of Results and Standards. In both the sections
on "Measure of Results" and "Standards", the branch discussion
was in general agreement with the DCI's statement.
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STAT
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L1 JL'L1LV 1LJ 11XA11 V 1L - 1 u w
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7 February 1984
SUBJECT: Statement of Goals for CIA by
1. The mission of the CIA is to collect foreign raw
intelligence, to analyze it, and to prepare finished intelligence
for the guidance of the policymakers of the United States. In
addition, the CIA has certain counterintelligence tasks and also
engages in covert activities only as directed by the President of
the United States with the approval of Congress. The CIA is the
only Government Agency authorized to collect foreign national
intelligence by clandestine human means. The CIA serves as a
central clearing house for the analysis of foreign intelligence
from all sources including intelligence gathered and prepared by
other Government departments and agencies.
2. Only foreign intelligence is considered by the CIA; the
FBI is the responsible Agency for domestic targets of
intelligence. The CIA has no police powers. Foreign national
intelligence must be distinguished from foreign departmental
intelligence which is of concern only to and may be collected by
specific individual departments or Agencies of the U.S.
Government.' The CIA has the authority to select targets for the
collection of foreign national intelligence and to direct its
counterintelligence tasks. The CIA does not have authority to
engage independently in covert activities; it must be directed to
do so by the President of the United States with the approval of
Congress.
3. To carry out its mission successfully the CIA must have
the highest quality personnel and management must delegate to
each person the authority commensurate with the responsibilities
of that person to make the decisions and to carry out the duties
assigned to him. Individuals incapable of assuming this
responsibility and exercising their authority should be
dismissed. Higher management must be kept informed of all
decisions made by personnel. CIA activities are conducted under
the constitution and laws of the United States.
STAT
STAT
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6 Februry 1984
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SUBJECT: Critique and Improvements of Draft Statement of
Objectives
The basic goals, principles and standards for CIA as
presented in the draft are in agreement with our understanding of
the Agency and its functions. However, more emphasis needs to be
placed on the people in CIA. As is the importance of the quality
of the people, so is the importance of fostering more job
expertise, less job duplication, and more teamwork. As the
Agency grows and becomes increasingly complex and specialized, it
seems we lost sight of the wisdom and knowledge of the people we
had in the past that are the backbone of the Agency.
STAT
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STAT
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Thoughts On The Agency's STAT
Goals, Principles and Standards
Comments on the DCI's Draft
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While~believes that most of the DCI's draft
statement is unexceptionable, his remarks seem to deal
insufficiently with the unique aspects of producing excellence in
an intelligence organization. We find the comparison to private
sector organizations in terms of measurement of performance
results not very illuminating and we do not believe such a
comparison belongs in the statemenmt of purpose; we doubt that
"customer satisfaction" is all this organization should be
about. Moreover, we believe that not enough stress has been
placed on the elements of the intelligence business that
distinguish us from other government organizations as well.
Without attempting to provide a comprehensive statement, the
language below hopes to address these concerns.
STAT
Proposed Language
Purpose. To provide timely, accurate, and comprehensive foreign
intelligence support to US government consumers on matters
concerning US national security that are responsive to their
expressed and perceived needs.
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Relationship With Agency Consumers. In dealing with intelligence
consumers, the following guidelines should prevail:
o Credibility is our most important product. The Agency's
reputation for integrity and political independence should
be preserved at all costs. The Agency should not engage
in policy advocacy.
o The Agency should help our consumers to focus
appropriately on long- as well as short-range problems to
prepare the United States to deal with the future.
o While the Agency must strive to be responsive to the
expressed and perceived needs of consumers in terms of the
value, relevance, and timeliness of our products, it is
recognized as inevitable that, if we are doing our job
.well, we will sometimes make them unhappy with what we do
or say.
Agency Operating Philosophy. The intelligence enterprise is
inevitably a risk-taking activity. While risks have to be
carefully weighed, the organizational climate should be openly
supportive of risk-taking and innovation, and highly critical of
the application of "standard operating procedures" to deal with
problems. This risk-taking orientation should be manifest as
follows:
o An aggressive, forward-leaning intelligence organization
will inevitably make some mistakes. An organization which
avoids mistakes is a mediocre organization which inhibits
creativity.
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o organizational flexibility, individual creativity, contact
with non-Agency expertise, and real teamwork within the
Agency are critical in a rapidly changing intelligence
environment, and it is essential to establish an
appropriate balance between the requirements of security
and maintaining a creative environment.
o The mangerial philosophy of the Agency should be to expect
excellence of its employees and accordingly to assign the
greatest ammount of responsibility possible at all
levels.
o The Agency should foster an environment in which a
diversity of viewpoints is allowed to flourish--even at
the cost of having the Agency seem on occasion to speak
with more than one voice.
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13 February 1984
F ROM
SUBJECT
STAT
STAT
1. The efforts by thel Ito produce a CIA code
or credo was generally greeted with apathy at the working
level. Discussion tended to degenerate into a gripe session
about specific faults of the organization. Our discussions
indicate that people working in a support capacity believe
that CIA/DDI management focuses more on the substantive output,
pays little attention to support activities, and undervalues the
contributions of those working in these areas.
2. I (mostly on his own initiative, sought to
produce a thoughtful organizational statement geared specifically
to the CIA mission. I think the result (attached) is most useful
and is a statement to which I could enthusiastically subscribe.
Attachment:
As stated
STAT
STAT
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CIA STAT
STATEMENT OF PURPOSE
The overriding concern of CIA is to provide US policymakers
with accurate, timely, and incisive judgments--the essential
ingredients in the formulation' of foreign policy. The Agency is
dedicated to identifying, analyzing, and when called upon
preempting potential threats to US security, political, and
economic interests worldwide.
These goals can best be achieved by:
o Enhancing the Agency's wide-reaching and unique
information-gathering capabilities.
o Encouraging high analytic standards and responsiveness
to consumer needs.
o Promoting the optimum use of resources.
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GUIDELINES FOR ACTION
To Enhance Information-Gathering Capability:
o Seek to ensure a consistent, clear-cut, and long-term
mandate for covert efforts.
o Exploit technological innovation and encourage
development of state-of-the-art collection methods.
o Ensure the availability of sufficient resources over
the long term to cultivate highly placed and responsive
sources of information.
o Promote the development of covert intelligence skills
followed by career opportunities and rewards for
demonstrated high performance.
To Encourage High Analytic Standards and Responsiveness to
Consumer Needs:
o Maintain close contact between policymakers and
producers of intelligence.
o Place a premium on expertise and quality of effort.
o Strive for rigorous analysis through an open exchange
of ideas, alternative viewpoints, and the use of
outside expertise.
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o Provide opportunities for continued professional' STAT
growth.
To Promote Optimum Use of Resources:
o Recruit and retain the most qualified employees through
attractive financial and nonmonetary incentives.
o Provide long-term career paths with the flexibility to
allow for changes along the way.
o Recognize the importance of and adequately compensate
individuals involved in support functions.
o Employ professional managerial skills in evaluating and
allocating resources.
CODE OF CONDUCT
The CIA operates most effectively out of the glare of the
public eye, but it remains accountable, through the Executive
Branch and Congress, for its actions. Because of the high degree
of public trust in CIA, all actions--collective or individual--
that do not meet the highest ethical standards and do not conform
to the spirit, let alone the letter of US law, are unacceptable.
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Critique of Draft DCI Statement
STAT
The draft outlines standards and goals with which no one can
disagree. The problem with the statement, however, is that
almost all organizations--and any group's name could be
substituted for that of CIA's--would claim that these goals and
objectives reflect the standards by which they conduct their
operations. To be of real use, guidelines need to be specific
enough to provide clues as to how the organization should be
structured to carry out its broad goals--more of an action guide
describing which way to go and the tools required rather than
merely a description of a desirable environment in which to work.
During our discussions, the point was raised that the draft
statement does not directly address the crucial issue of
recruiting and retaining the best possible employees. It was
suggested that the Agency needs to establish its own pay scale
(as it is legally empowered to do) to escape civil service
disincentives to working for the Agency.
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Sanitized Copy Approved for Release 2010/01/25: CIA-RDP86B00885R000901070001-9